Category Archives: Transcript

Auto Added by WPeMatico

Transcript of What’s Podcasting Got To Do With Marketing?

Transcript of What’s Podcasting Got To Do With Marketing? written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Klaviyo logo

John Jantsch: This episode of The Duct Tape Marketing Podcast is brought to you by Klaviyo. Klaviyo is a platform that helps growth-focused eCommerce brands drive more sales with super-targeted, highly relevant email, Facebook and Instagram marketing.

John Jantsch: Hello, and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Guy Kawasaki. He’s the Chief Evangelist of Canva, a great online design service, and executive fellow of the Haas School Of Business at the University of Cal Berkeley. And he has the distinction of being on my show for about the sixth time, probably. I think we talked about this last time you were on my show. I think I’m the only podcast or to interview you for both versions of Art of the Start.

Guy Kawasaki: And that and a nickel will buy you… Well, not even a cup of coffee, but yeah.

John Jantsch: So, we’re going to talk about a number of things today. It’s been far too long. Guy’s most recent book is called Wise Guy: Lessons From a Life, so we’re going to touch on that. But I always like to get a little update on Canva, so why don’t we start there? As an evangelist, this is your only job, right, is to talk about it?

Guy Kawasaki: Well, I also have four children, but who’s counting? So, I’m the Chief Evangelist of Canva, and for those of you who may not have heard of Canva, it is an online graphics design service based out of Sydney, Australia. And the essence of Canva is that it has democratized designs that basically anyone can create beautiful designs for social media, posters, business cards, presentations, t-shirts, whatever you want. And I’ll just tell you that, in the month of October, Canva made 139 million images, so we make about four or five million images per day at Canva for people all around the world.

John Jantsch: So, there are dozens of folks that have tried to crack that nut. Why do you suppose Canva was so successful? I mean, there are other online design tools that are been around a long time that haven’t been that successful.

Guy Kawasaki: Well, I think that one of the key decisions was that we decided that we’re going to make every conceivable design type, and within a design type, hundreds of templates. So, what I mean by those two words is that, a design type is a square Instagram image, right? A design type is a 16X9 presentation. A design type is a Kindle book cover. So, when you come to Canva you say, “All right, so I want to create a Pinterest pin. I want to create the Etsy store. I want to create the eBay store cover photo. I want to create the cover photo for my LinkedIn account.” And all of those, we have the optimal dimensions already figured out, and within those design types, we have hundreds of templates. So, you find a template that you like, you upload your own photo or you use one of our stock photos, you change the text, and I promise you, in the time it takes to boot Photoshop, you could finish a design in Canva.

John Jantsch: I totally agree with you. I mean, the ease of just saying… For example, if you’re working with a small business client like we do and they are on six different platforms, and you need a header image for each and all the things, every single one is a little different size, and so it’s just so convenient to just go boom, boom, boom, boom, boom. So, I know [inaudible 00:04:04].

Guy Kawasaki: I mean, John, I don’t know if you realize this, but even more convenient than going boom, boom, boom, boom, boom, we have a feature called Magic Resize. And what Magic Resize says is, “Okay, you did the basic design for one. Now, we will resize this for all the other five platforms.”

John Jantsch: Oh, but I don’t know about that because that’s the $10 a month one, right? I’m not going to pay $10 a month [inaudible 00:04:29].

Guy Kawasaki: Oh, John, you’re killing me, John, bro. Your books are free, right?

John Jantsch: No, that’s awesome. So, are they going to stay true, do you think? Or would there be a temptation to say, “Let’s get into audio and video editing,” and all those kinds of things?

Guy Kawasaki: Well, certainly video because we already do that. Going to 16X9 presentations, we’re trying to make it so that mere mortals can have beautiful PowerPoint-like presentations. I don’t know. We would like it so that every graphic in the world is produced by Canva. We’re not shrinking violence at Canva.

John Jantsch: All right, well I guess you just sold me. I’m going to pony up the 10 bucks a month.

Guy Kawasaki: Okay. We can end this now.

John Jantsch: All right, so this is, what, your 14th, 15th book, Wise Guy?

Guy Kawasaki: Yeah. Wise Guy’s number 15. I truly do think it will be my last, also.

John Jantsch: Yeah? Is that because you’re out of things to say or because you’re tired?

Guy Kawasaki: Well shit, I was out of things to say on my third book, so… Well, it’s partially retired, but switching to the next topic, I am now convinced that podcasting is the new book writing. Because, well, the advantage of podcasting is, well, you can be in front of your audience a minimum of 52 times a year. You can change on a dime. So, next week if John Ives says, “I want to be in your show,” you can put them on, right? Whereas, in your book, it takes a year to write a book, it takes six to nine months to publish it, so let’s say two years, and then, it’s done. It’s laid in concrete, and you’re never going to touch it again unless you fix typos. So, you get that initial burst of, I don’t know, maybe for you, five million people buy your first version. But then, some people read it, but it’s never picked up again. Whereas, a podcast, man, you’re in their face every week. That’s so much better.

John Jantsch: Except for What the Plus! I mean, that one lives on forever.

Guy Kawasaki: Well, What the Plus! may have lasted longer than the service, but I digress.

John Jantsch: I completely agree with you on the pod… I mean, there’s so many… You mentioned an obvious benefit, but I mean, the first time you and I met was through this format and I’d like to at least call you a little bit of a friend. You’ve been a [inaudible] of my career over the years, and I think this is where the introduction happened the first time. And I’ve done that with most people.

Guy Kawasaki: But see, I’m an idiot because it took me… I’m just a late bloomer. I took up hockey at 44. I took up surfing at 61. I took a podcasting is 65. I don’t know why people listen to my advice. I clearly don’t know what the hell I’m doing.

John Jantsch: I don’t even have to ask you questions because you’re just going along my proposed questions here, but I was going to ask you that. Was their resistance or was it just literally a matter of, “I just didn’t get around to it”?

Guy Kawasaki: What, the podcasting? Okay. So, there’s the high road answer, and there’s the low road answer. Which answer do you want?

John Jantsch: I want them both, and we’ll balance them out.

Guy Kawasaki: Okay. So, the high road is, I’m at the end of my career, I’ve made a lot of connections. I’ve made a lot of friends. I can tap into that so that I can interview a Jane Goodall, a Margaret Atwood, a Steve Wozniak, Steve Wolfram, Bob Cialdini. I can get to these people because I’ve been dealing with them for years and years. So, I have this tremendous competitive advantage to interview people that many people could not get unless you’re Terry Gross maybe Malcolm Gladwell. And now, I have a much better filter system because I’m so much older that I, theoretically, have acquired some wisdom, so I can ask them the right questions. So, my time has come to do a podcast featuring remarkable people. That’s the high answer. You want to hear the low answer? Well

John Jantsch: Well, let me let you think about the low answer for a minute. So, your podcast is called Guy Kawasaki’s Remarkable People, and that’s, ultimately, what you’re doing. So, the chances of me actually being a guest are pretty minimal, I think.

Guy Kawasaki: Well, I have a test that if somebody asks to be on the podcast, they’re not remarkable enough.

John Jantsch: Yeah. Fair test. So, let’s have the low answer then.

Guy Kawasaki: So, the low answer is, when I came out with Wise Guy, I was a guest on many podcasts. Okay? So, I got to talking to somebody’s podcast where I say, “So, how often do you do this?” One guy said 52 times a year., Another guy said 156 times a year. And I said, “So, what’s your model?” “Well, it’s advertising and sponsorship.” I say, “Okay, so where does the advertising go?” He says, “Well, there’s one or two ads in the pre-roll, there’s one or two ads in the middle, and there’s one or two ads at the end.” And I said, “Well, how many people listen to these things?” “A quarter million.” “How much do you get per ad?” “Well, the ones in the front get 20 grand, the ones in the middle will get 15 grand, and the ones at the end get 10 grand.” So, I’m sitting there doing the math. So, let’s say there’s six of them and they’re doing like 15,000 bucks each on average, and I say, “So, six times 15 is 90. Ninety times 52 is fricking four and a half million bucks. That’s 10 times bigger than any advance for a book I ever got. What the hell am I writing books for?

Guy Kawasaki: Simultaneously, at 65, I just don’t want to travel anymore. I would just like surf, and so I said, “Okay, so maybe I can make my podcast successful. Basically podcasts and surf. I don’t know if I’ll make four and a half million dollars a year, but if I come…” Well, I don’t even need to come close to that to be happy. So, maybe this is my path to retirement and a better life and more surfing. So, that’s the low answer. I did it for the money.

John Jantsch: I want to remind you that this episode is brought to you by Klaviyo. Klaviyo helps you build meaningful customer relationships by listening and understanding cues from your customers, and this allows you to easily turn that information into valuable marketing messages. There’s powerful segmentation, email auto-responders that are ready to go. Great reporting. You learn a little bit about the secret to building customer relationships. They’ve got a really fun series called Klaviyo’s Beyond Black Friday. It’s a docu-series, a lot of fun. Quick lessons. Just head on over to klaviyo.com/BeyondBF, Beyond Black Friday.

John Jantsch: So, we’re recording this in December of 2019, depending upon when people are listening to this, you’ve launched the show already, your first guest, or at least the first show I was able to see was Jane Goodall. A lot of people know her work for years with the apes in Africa. What’s the basis of your relationship with her and that interview?

Guy Kawasaki: Okay. So, about a little more than a year ago, the person who runs the TEDx in Palo Alto, out of the blue asked me if I want to interview Jane Goodall for her at TEDx. And that’s like, “Well, duh. Of course I want to interview Jane Goodall at TEDx.” So, it actually cost me a lot of money because I turned down a speech. I could’ve got paid speech for the same time. I said, “No, I can always get another paid speech, but how often can you interview Jane Goodall?” So, I interviewed Jane Goodall for TEDx, which is on YouTube if people want to see it, and I really became friends with her. Sometimes you just hit it off with a person. Right? And so, we’ve been communicating and stuff like that, and I communicate with her staff. And [inaudible] Fitzpatrick and I, we always help Jane Goodall when she wants to raise money or make something go out on social media.

Guy Kawasaki: And then, I decided to do this podcast, and I said, “Well, I need a spectacular, remarkable person as the first guest. Who could be,” and you weren’t available, “so, who could be better than Jane Goodall?” And so, she was going to be in San Francisco, I recorded her, and yeah, I mean, life is good. It’s good to be Guy Kawasaki sometimes.

John Jantsch: Yeah. Well, I know what you have a good relationship because I’ve seen pictures of her grooming you.

Guy Kawasaki: Yeah. She’s looking for lice in my head.

John Jantsch: Which, I think, was reminiscent of her work in the jungle, wasn’t it?

Guy Kawasaki: Yes. Yes.

John Jantsch: So, who else is up for the show? Who else do you plan to talk to in the upcoming weeks?

Guy Kawasaki: Yeah. So, Jane Goodall is out, so is Phil Zimbardo. Phil Zimbardo is the Stanford psychology professor who did the Stanford prison experiment where kids simulated being guards and prisoners. Next week is Stephen Wolfram. He is the creator of Mathematica and Wolfram Alpha, the search engine. Got a PhD at 20, MacArthur Award at 21. The next week after that is Margaret Atwood, the author of Handmaid’s Tale. And then, believe it or not, we have Wee Man, Wee Man from Jackass, the MTV series and movie. And then, I have Bob Cialdini, who I’m sure you’re heard up because you’re into sales and marketing like I am, so I have Bob Cialdini.

John Jantsch: He’s been on this show. Yeah.

Guy Kawasaki: Yeah, he’s great. So, basically, that’s the kind of people I have. I mean, they pass the remarkable test.

John Jantsch: Yeah. So, what do you have to learn to do this? This is a different format. This is different technology. This is maybe a different skill. What’s it going to take to get Guy Kawasaki to the Remarkable Podcast host?

Guy Kawasaki: Well, I’ve done a lot of panel moderation and stuff and fireside chats, where I’ve been on both sides, so it’s not like, to use a Jane Goodall analogy, it’s not like I was Tarzan and I got off a ship from Africa and now I’m in London and I have to figure everything out. So, I’ve been to this rodeo, maybe wearing a different hat, but I’ve been to this rodeo. And have you listened to the Jane Goodall one?

John Jantsch: I listened to about half of it. Yeah. In preparation for [inaudible 00:15:22].

Guy Kawasaki: Okay. So, you could see that… Well, one is, to tell you the truth, I believe that the role of the podcast or is to make the guests look great. And I also believe that, if you look at the minutes spent who’s talking, it should be about 90/10, or 90 is Jane and 10 is Guy. And so, that’s something, and a lot of people have said, “I really like your podcast, Guy, because you let Jane talk.” I think a lot of podcasts, it’s all about them, right? They’re just talking and talking and talking, and then, finally, the guest gets to say something and then the podcaster gets back on a riff. So, I don’t step on my guests. Now, honestly, I don’t know how to get subscribers or advertisers, but I figure, if I get all these guests and I produce a great podcast, I’m a big believer in, “If you build it, they will come.”

John Jantsch: Well. I think that’s a lot of it. And you’re also doing the networking. You contacted me to tell me about it, and you contacted a lot of people to tell them about it. I mean, that’s kind of Marketing 101, right?

Guy Kawasaki: Well, nothing is easy, right? Well, if you’re Michelle Obama and you started Michelle Obama Remarkable People Podcast, I’m pretty sure you’ll get 5 million subscribers in the first day, but I’m not Michelle Obama.

John Jantsch: Do you listen to podcasts?

Guy Kawasaki: Yes.

John Jantsch: Yeah. What are some of your favorites?

Guy Kawasaki: I listen to Malcolm Gladwell’s Revisionist History, who I’m trying to get as a guest. I listened to Wait Wait… Don’t Tell Me! I listen to Freakonomics. I listen to Joe Rogan. I listen to Terry Gross. I’m a big NPR fan, basically.

John Jantsch: Right, right, right. Yeah. Yeah, you can [inaudible] a lot of those shows have moved to the podcast format, but obviously, there’s still broadcast, as well. Where do you think this is going? The audio… And again, maybe you’re not in the position right now where you want to future cast trends and things because you’re just trying to figure it out to make it work for you, but it seems to me like audio content right now… I mean, podcasts had been around a while, but it seems to me like audio content is really hot and it’s going to get hotter.

Guy Kawasaki: Yes. I think that podcasting is like artificial intelligence. So, artificial intelligence for the last 30 years was going to be the next big thing, right? And finally it is. So, I think we may be there with podcasting. A lot of it is… It’s critical mass. I mean, in a sense, Apple has created a critical mass for podcasting. In the same sense, I think, one of the things I’ve noticed is QR codes, which was supposed to be a big thing, Apple finally made it a real big thing because now when you just put your camera on a QR code, you don’t have to download a QR reader, right? So, all of a sudden, yeah, QR codes makes sense. And I think Apple did the same thing with podcasts, that now that they’ve done so much and they put a podcast player on every iOS device, Apple has created another market.

John Jantsch: Yeah. And I’ve been doing this before, that was the case and that was one of the initial challenges with podcasts. It was hard to show people how to listen.

Guy Kawasaki: Yeah. Yeah.

John Jantsch: Where do you think Spotify fits into this? It seems to me like Spotify is really gaining some traction in the podcast space. Do they take on Apple, or is it just broaden the universe for everyone?

Guy Kawasaki: Hell if I know. I mean, based on two episodes, I don’t consider myself an expert. But Spotify has taken a different position. In a sense, they’re like Netflix, right? So, Netflix just doesn’t share stuff anymore. Netflix has its own series. Right? So, similarly, Amazon Prime, I watch Jack Ryan on Amazon Prime. Amazon Prime owns Jack Ryan, right? And so, Spotify is trying to create content, not just distribute content, and so they’re supposed be making this huge investment in podcasting. And I guess we’ll look back and say, “Wow, that was a genius move,” or we’ll look back and say, “Well, what a dumbass move.” And I don’t know. If Apple said we’re going to be a content creator… Well, they they do that, right? They created that Morning Show for Apple TV and all that, so I guess we’ll see. I don’t know.

John Jantsch: Yeah. I think that’s the direction a lot of people are going ahead, and I wouldn’t be surprised if, just like you are playing the evangelist role for Canva, I’m wondering when companies like that start bringing in somebody like you to be their podcaster or to be their spokesperson as a podcaster.

Guy Kawasaki: Well, funny you should mentioned that because I’m Chief Evangelist of Canva, and I told Canva, I told you know the other people at Canvas, like, “So, right now you have your Canva social media, the Instagram, Facebook, all that, and you have your email lists, but there’s a limit to how many times you can send an email to someone in your registered user database. And that limit is not 52 times a year.” So, I’m making the case that, if we could get my subscriber base up to a million or so, that is a fricking tremendous weapon. So, if Guy Kawasaki’s Remarkable People has a million subscribers and Guy Kawasaki’s Chief Evangelist of Canva, so at an extreme, the pre-roll, the midway, and the end ads could all be for Canva. So, imagine, 52 times a year you can hit a million people with an ad three times. Oh my God. I mean, life is good.

John Jantsch: Absolutely.

Guy Kawasaki: So, yeah.

John Jantsch: So, I think that’s going to be a role that, I think, you start seeing is that whether they’re media companies or just companies seeing it as another channel, I think are going to start buying up people’s reach with the podcast.

Guy Kawasaki: Yeah. Because, I mean, for the very simple reason that you could hit people much more often with a podcast than you can with an email, MailChimp campaign. Accenture did a five or six podcast series with will.i.am, right? And you couldn’t hit your Accenture database six times, or probably maybe 18 times, because there are multiple ads inside the six episodes. There’s no way you could have hit your installed base with 18 email campaigns. Well, first of all, there’s not 18 interesting email campaigns you could do.

John Jantsch: Yeah. And I think that’s the key point, too, is it’s far more engaging content than an email ever will be.

Guy Kawasaki: Well, I mean, in a sense, how does NPR raise money? I mean, you don’t enjoy the pledge drive, right? So, you feel a moral obligation to reciprocate. And similarly, with Wikipedia, you don’t like to see that ugly banner where Jimmy Wales is asking you for money, but because Wikipedia provides such great information and content, you feel a moral obligation to donate. So, you could make the case that if Guy Kawasaki’s Remarkable People has all this great wisdom and advice and inspiration, and then it’s sponsored by Canva, you might feel, “Oh geez, I should help Guy out and use Canva.” That’s the theory anyway.

John Jantsch: Yeah. I think it’s a good theory. Well, Guy, we’ve exhausted our time. It was great catching up with you again, and I wish you luck in this new venture. And I will not ask to be on the show, I will just wait by my email for the invitation, if it should come.

Guy Kawasaki: Well, I hope someday to send you that email.

John Jantsch: All right, well-

Guy Kawasaki: Let’s hope that you have four files.

John Jantsch: Yeah, we’re recording with some new new technology here that I think is going to just be awesome, so I-

Guy Kawasaki: If you don’t have four files, it’s my fault for convincing you to do this, and I will appear again.

John Jantsch: That’s right. All right. Well, I get to say to you, mahalo, then.

Guy Kawasaki: Take care.

Transcript of Using Personalized Video to Build Relationships

Transcript of Using Personalized Video to Build Relationships written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Zephyr logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Zephyr CMS. It’s a modern cloud based CMS system that’s licensed only to agencies. You can find them at zephyrcms.com, more about this later in the show.

John Jantsch: Hello, and welcome to another episode of The Duct Tape Marketing Podcast. This is John Jantsch, and my guest today is Ethan Beute. He’s a chief evangelist at BombBomb, host of The Customer Experience Podcast and coauthor of a book called Rehumanize Your Business. Ethan, thanks for joining me.

Ethan Beute: Thank you so much for the invite! I really, really appreciate it. I respect the work that you’ve done over the years and it’s just a privilege to spend time with you.

John Jantsch: Well, thanks so much. I hinted that you are the chief evangelist at BombBomb, so I think probably we should start with what the heck is BombBomb?

Ethan Beute: Oh, good. I thought you were going to start with what the heck is a chief evangelist?

John Jantsch: It could have gone either way. It could have gone either way, yeah.

Ethan Beute: We’re a software company. Our whole premise is that you are better in person. We want you to be a little bit more personal, a little bit more human, a little bit more often, and that you’re relying on faceless digital communication for some of your most important and valuable messages. We make it easy for you to record and send video messages in place of some of the typed out texts you might send otherwise. We have a web app that lets you do it, mobile apps for iPhone and Android, works in Gmail and Outlook, works in Salesforce, Outreach and a bunch of other platforms. But the whole premise is that if you could just look someone in the eye and communicate your message, you’re probably going to save some time and be much more effective in that, and so we want to make it quick and easy to do that for you.

John Jantsch: You know, video marketing or video in marketing has been pretty hot for, I don’t know, let’s say the last five years at least. Would you say that this is an offshoot of that or something completely different?

Ethan Beute: Well, the way that we started talking about it, we’ve been at this since the company was founded in 2006. I joined full time in 2011, and that was kind of when we went to market with it. We’ve been doing this for a long time. In helping people understand this back in like 2012, 2014, and even today, one of the lines that we draw is a line between marketing through video and relationships through video. The skills of course are highly transferable, but some of the particulars and some of the desired outcomes are different, right? Marketing through video we use for your YouTube channel, that super nice video on your homepage, your Facebook lives, and all these other things that are for typically mass audiences. You’re looking to get as many views as possible, et cetera.

Ethan Beute: This is more of a, “Would this be better if I said it in person? Would I be more clear if I did a little show and tell in this message instead of hitting the keyboard? Maybe I’ll hit the screen recorder.” That kind of a thing. It’s lighter weight. It’s faster. I think the production values and expectations are much lower than a lot of people think. There are a number of things. The language we use here is relationships through video versus marketing through video to kind of draw the divide. They are related. I wouldn’t say necessarily that they’re offshoots of each other, except they both capitalize on the fact that we’re carrying around amazing cameras in our pockets or our purses, and they’re built right into our laptops.

John Jantsch: One of my favorite uses of this, probably before I even thought about it as a sales tool or an engagement tool, is that a lot of times I have like a web designer. I want to tell him, “I don’t like this little thing over here. Make this thing bigger.” It’s so much easier to communicate that in a little screen capture video. You know, I’ve been doing it … I don’t know what was the first screen capture app, something called Jing from Camtasia, or those folks. I’ve been using it at least a decade for that kind of purpose.

Ethan Beute: Right? And so a couple of things there. Yes, absolutely. Now think about your customers. Think about where they get confused, frustrated, annoyed, like any point of friction can be walked out a little bit. You can manage emotion and tone by communicating with people eye to eye, face to face. You can show and tell as you said. And from a technology standpoint, one of the things that we do is we make this recording and sending and tracking motion all one motion, you know?

Ethan Beute: So with Jing back in the day, you’d record your screen and then you’d have to host it somewhere and find the link and put that somewhere or whatever. Like we turn the first three seconds of your video into little animated loops so people can see you. You can use that three seconds to do things like capture their attention, let them know it’s truly personal, et cetera, and show the play duration to manage people’s expectations. I have 37 seconds for that.

John Jantsch: Yeah. Yeah. Do you see this … Obviously the delivery mechanism quite often is email. Do you see this replacing traditional text email in some fashion? And before I let you answer that, I don’t get as many of these as I think I would. That’s the reason I asked that. Yeah.

Ethan Beute: Yeah. It’s amazing. When I joined the company full time, I ran marketing and promotion inside local TV stations for a dozen years, like your local ABC station or NBC station. So I left an established 60 year old company that still had like a pension plan in order to join this company as like the sixth or seventh employee. The healthcare was terrible, left a bunch of money on the table and my wife was supportive of it. But I had this background fear of like, “Okay. Well, I guess maybe MailChimp or Google or someone else could just roll out a similar feature.” And that was back in 2011! And here we are today, and you as someone who’s probably communicating with a wide variety of on the edge and highly competent people aren’t seeing this in your inbox very often.

Ethan Beute: And so the uptake has been a lot slower than I would have expected. I think human vulnerability is probably a key part of it. Just the comfort and familiarity, the comfort in your own skin. “Am I doing this right? Is my video good enough? Am I good enough?” Some of these things we say consciously, some of them we say subconsciously because we don’t want to entertain those thoughts intentionally, but like am I good enough is really what’s going on here? “Am I open to judgment and potentially rejection?” And that is a deep, deep human fear, and so it has been slower on the uptake than I expected.

John Jantsch: I have been calling this for a while, one-to-one video. Because again, the personalization nature of it, which I think people really are craving. I’ve been using it for quite a while and I have some clients, I have a remodeling contractor that I finally talked into doing it. And they have designers on their staff, and their designers go out to people’s homes. Quite often I have convinced them and some of them are really getting behind it to where they’ll do, “Hey, we talked about your kitchen. Here’s a couple of our last kitchens we did. And by the way, here’s who I am. When you see me at the door, you’re going to know who I am now.” It took them a long time because they’re not real computer technology people. So it was like, “How do I do this?” And once we got them going on it, now it’s such a huge differentiator. I’d love if you’d talk about maybe some of the use cases you’ve seen.

Ethan Beute: Yeah. You’re exactly right. I mean ultimately when it comes down to it, when people say yes, like the macro yes, let’s say the signed contract or the commitment or whatever. They’re saying yes to who you are. And you might be a solopreneur, you might be a real estate agent or a mortgage loan officer or a financial advisor or a home builder or whatever. You could operate in a small team, you could operate independently, you could operate inside a large organization. In all of those situations, yes, people are saying yes to the price point and the terms and the timeline and the features and benefits and all this, but ultimately they’re still saying yes to who you are. And if they’re not, if the relationship doesn’t matter, that sales role in that whole process is going to be truly automated at some point anyway.

Ethan Beute: If the human is not adding value, the human is going away. We know that for a fact. And so all of these points where we can make people feel better, feel more confident, all these things, a simple personal video can go a long way to do that. So it doesn’t surprise me, especially before they’ve met, right? This example you have here is like I am the person who’s going to be at your front door. I’m the person, the stranger who you’re going to welcome into your home the day after tomorrow. What a much better situation to have them feel a little bit like they know you in advance. And so just to answer your question, across the entire customer life cycle from whatever a lead or an opportunity is for you through setting appointments, increasing hold rates, through differentiating yourself, especially if you’re being interviewed against two or three other product or service providers at the commitment phase. Onboarding, you need to onboard people into your product or service obviously.

Ethan Beute: You need to make sure that they get the value or outcome or benefit that they paid you for initially and you want to confirm that. And then you want that positive growth loop or referral engine or whatever language you want to use there, with the online reviews, the positive word of mouth, repeat, purchasing, expanded purchasing, et cetera. And again, I don’t care whether this is B2B, B2C. Across that life cycle, and I don’t care whether it’s a product or service. Across that life cycle, you have multiple points of opportunity to be more clear and to build more human connection, to manage emotion and tone. Again, positive emotion, you want to double down on. Negative emotion, you want to mitigate and empathize with people.

Ethan Beute: You can do that so much better if you just look the camera in the lens and say, “I am so sorry. That should not have happened to you. Here’s why it did happen. Here’s what we’re working on right now, and here’s how we’re going to make sure it doesn’t happen to you or any of your fellow members in our community ever again.” Right? It just manages that so much better. And then of course, detail or complexity we already talked about. With the screen recording in particular, we can kind of show and tell multiple points in your customer life cycle. And, I would add in your employee life cycle, to more effective by being a little bit more personal and human.

John Jantsch: Yeah, that whole stage of the journey. I think a lot of people when they think of marketing videos, they’re thinking of, “Hey! Get attention, maybe build a little trust, and then it sort of stops there.” Think about asking for a referral, for example. We’re so thrilled you got the great result. Here’s something that we’d love it if you’d help us out with. Imagine that coming across in a video way, way, way, way down. I’m already a customer. You’ve already provided a service. It’s like way, way down the end of the journey almost. I think people are limiting the use of this technology to kind of the front part of the journey.

Ethan Beute: Dramatically. It’s been really interesting. We came up in some of the communities I mentioned earlier before, and so when you think about like a small three person real estate team for example, they manage that entire customer journey. It’s not some other department in the West wing of the office building or something. So we’ve seen these use cases across the entire journey, and it’s really fun because they just identify these points that are like, “It would be better.” And so two things about getting online reviews or testimonials or whatever. One, you can do it truly personal, truly one-to-one. And that’s going to be the most effective because you going to remind them of that goofy thing that happened midway through, but we managed to work through it together and overcame it and got you where you needed to go.

Ethan Beute: Or you could do it evergreen or slightly automated, where you record the video once and you use it over and over and over again. As you look at that post-purchase process that you have at your business, step three might be make sure that they get the online review request video email. And one reason that video email is great there is that over the phone you’re just like, “Hey, can you go to Amazon and give me a review, or can you go to Google and give me a review or can you go to Yelp and give me a review? Can you go to Home Advisor and give me a review?” There’s the link right there.

Ethan Beute: Right? And the other benefit of doing video and email in particular, especially with a service like ours or some other ones too, anywhere that they’re keeping the opens, the link clicks and the video plays all together and you can segment lists of people who did this or didn’t do that. Allows you to follow up and just do that polite follow up to make sure that you … Even the customer that loves you and loves the service that you provide and got a great outcome, they might not have three minutes right now to go leave that review. They might need that reminder.

John Jantsch: Content is everything. So our websites are really content management systems, but they’ve got to work like one. Check out Zephyr. It is a modern cloud-based CMS system that’s licensed only to agencies. It’s really easy to use. It’s very fast, it won’t mess with your SEO. It really reduces the time and effort to launch your client’s websites. Beautiful themes, just really fast, profitable way to go. They include agency services to really kind of make them your plug and play dev shop. Check out zephyr.com. That is zephyrcms.com.

John Jantsch: So I’ll tell you another great use that I think is … We talked about kind of the, “Hey, you haven’t met me, I’m coming to your home.” We’ve talked about the the referral. But in my business we send a lot of proposals, and there’s a lot of language that needs to be in these proposals because we want to spell everything out for that person that reads every word. But the reality is, I would say 90% of the people that get our proposals don’t read much of it. And what they want to hear is, “What does this thing mean?” And I think that a video explanation proposal is almost mandatory if you’re not delivering them across the desk.

Ethan Beute: I love it, and there is another benefit of doing it this way. It’s a great use case. The other benefit is there are often multiple decision makers. You’ve been dealing with Jennifer, but Jennifer also has to consult with Tina and Ted to make this commitment. And so this ability for you to put your best face forward, your best proposal for it, you don’t need to rely now on Jennifer to communicate the value prop and the points of differentiation to readdress any objections to make sure that people are comfortable with the contract.

Ethan Beute: You can do that yourself, and you’ve given them something that’s very easy to forward. And then again, because of the tracking, you know that it got forward because Jennifer’s not going to open your email 18 times and play the video six times unless she’s a weirdo. I bet she’s not in my hypothetical story here. This allows you to know that you got past the gatekeeper and/or got to the other decision makers. We hear that story all the time as well.

John Jantsch: Yeah, the tracking is key.

Ethan Beute: You get to do it yourself is the key.

John Jantsch: Yeah. So we’ve talked a lot about … I think we’ve probably spent a lot of time convincing people why they should do this, but maybe we want to talk a little bit about the practical how. I’m assuming that most of the tools that do this, it sits in a browser extension and you just kind of pop it open and record your video of yourself or of your screen. And then you are able to embed that in Gmail. Did I get any part of that wrong?

Ethan Beute: No, that is. There are a lot of Chrome extensions in particular. I guess Chrome is just the easiest to build into. We do have a Chrome extension that would allow you to access your entire video library or record a video, and then take the HTML or take the URL and drop that in a variety of places. So for example, I use our Chrome extension to record videos, take the URL and drop them into LinkedIn messages. What a lot of other people do for CRMs that we’re not integrated with, they take the HTML code there and put it other places. But we operate directly inside the Gmail inbox. Inside every single composer reply window, we have a little bomb icon. Open it up. You can access your library and use the video you recorded.

Ethan Beute: Before you can record a new video, you can schedule it and a variety of other things there. Same thing in the Outlook inbox. And then from our web app, it’s more of a traditional email marketing and very lightweight marketing automation platform. Again, where video is designed to be integral to the process from the get go. So you can throw video straight into an email off your desktop, or you can record one straight into the email and you can manage lists and contacts and all that. And then our integrations with a service cloud or a sales cloud or some of the other CRMs that were integrated in, depending on how it got built and whether we built it or the other company built it, the recorder is there, the video library is there. It operates directly inside that system. And whatever their sending process is, we send through that.

John Jantsch: And so when the recipient gets it, say in an email that’s been composed in Gmail for example, does the video play inside the email or do they have to go somewhere to watch it?

Ethan Beute: That’s a great question. It’s funny, that question I feel like is re-emerged. Initially when the email marketing community was like, “That’s not video email. That’s-”

John Jantsch: Right. That’s an image from a YouTube video.

Ethan Beute: Correct, correct. Well, funny thing is here we are years later, and that’s still the case. The number of environments … Because the email inbox is a much more secure environment than say an open web page, there are a lot of things you cannot execute technically inside an email inbox. And so the incidents of support of video play in the email in the inboxes, I don’t know what the percentage is right now because it moves around a lot. There’s so few and they’re kind of corner cases. Most email clients on most devices in most browsers don’t support that experience. And so we send an animated GIF that we automatically produce for you, and you click to play it and we dynamically regenerate your email and the video starts playing there.

John Jantsch: So what are some practical ways to, especially as I suppose as more and more people do this, it’ll be like email. It’ll be harder to get open, then harder to get played. And so what are some of the practical tips now to really get ahead of that, to make sure your video gets seen and played? And maybe if you have a call to action, it gets executed?

Ethan Beute: Yeah, that’s a great call. My number one tip, and this is going to be like marketing basics, but is to be very, very clear about what’s in it for the person before you ever type or record anything. So when you’re clear what’s in it for the other person, whether you’re making an email to go to one person a thousand times as people arrive at that instance, or whether it’s truly just for John, when you’re clear about what’s in it for the other person, you’re going to write a better subject line. And there’s some fun things you can do there because obviously your video can’t be seen unless your email gets opened. And then I always recommend obviously some kind of greeting, but at least a one liner. One mistake I see happening all the time when people start using a lightweight video in an email like this is that they just send the video on its own and expect that the video is enough to get attention.

Ethan Beute: And frankly right now because it’s so uncommon it is, but to your point, we’re going to need to get more sophisticated. This thing’s going to get better. And we have a lot of tips in the book by the way around this, but I always advocate for one line of text to drive the video play. Why should someone give you 42 seconds? Why should someone give you a minute and 12 seconds of their time? And because we do that animated preview, there are things we can do. For example, I keep a whiteboard next to my desk, like a little 8 by 12 or something like that. I write messages on it. I draw logos on it. I might promise value if I’m replying to someone. This is another great use case by the way, a customer inquiry. “Hey, I was wondering why this, why that.” You can typically explain things in a way that they’re going to understand better, and feel much more appreciated when you give them the gift of your time and direct attention.

Ethan Beute: And again, it’s a better, more effective message. But I might, “The answer to your question, Tina …” And hold that up in the beginning and then I start the recording, set it down and I continue talking to Tina in that use case. And then underneath the video I always advocate for another line of text to drive the call to action. And so obviously the call to action needs to be in the video. Two, I recommend not burying it at the end in case you don’t get played … If you get played to the 90% point in a one minute video, they might miss your call to action, although it could probably be implied by the 50 seconds they did watch, let’s say.

Ethan Beute: But using text and video together I think is one of the best opportunities to drive that engagement with you as a person, to have that asynchronous moment with you in real time. I record a video and send it to you at 6:00 in the morning because I’m an early guy, and you open it up and watch it at noon your time. But you still have that moment with me. I think one of the opportunities that’s missed in that is blending text and video together to get the full desired outcome that you seek.

John Jantsch: Do you have the ability to edit your video in any fashion? So if there’s something I don’t like or maybe … A common thing, I turned it on and I was looking around, “Oh. It’s going.” Can you trim some of that off or do anything like that?

Ethan Beute: We do not have trimming right now. We have made it in beta before. It’s just been kind of sitting on the shelf for a while. A couple of ways that people get around that, one, we do have a rerecord. So the only time I’ll rerecord a video is, one, if I just truly mess up. Like, “Oh, I actually wasn’t ready.” I don’t even know why I clicked the record button. That’s rare. And then the only other time I’ll do it as if I know I can record that video in 50% to 70% as much time, like out of respect for the other person.

Ethan Beute: If I record a two minute video and I know I could do it in a 1:10, I might rerecord out of respect for the other person. So that rerecord button you that opportunity. What a lot of other folks will do is if, especially in mobile, because there’s so many apps that make it easy to do that, they’ll record it natively, edit it and then just upload it through our mobile app into their account and send it that way. And of course if you’re doing something, you know we mentioned Jing before. If you’re using like a Camtasia or similar, it has editing on it. And then you would upload it into BombBomb, or whatever system you might prefer to use,

John Jantsch: Ethan, tell people where they can find out more about BombBomb, but also your book Rehumanize Your Business.

Ethan Beute: Cool. Thank you so much for the opportunity. Again, my name is Ethan Beute. Last name is spelled B-E-U-T-E, so you can find me on LinkedIn. You can find all these things on LinkedIn when you hit my profile. I welcome any connections, especially if you add a note to it. We’re at bombbomb.com it’s just the word Bomb, bombomb.com. You can learn more about Rehumanize Your Business at bombbomb.com/book, or you can just search for Rehumanize Your Business at Amazon. Or wherever you prefer to buy books, but apparently it’s … As a multi-time author, I would expect that your experience is similar to mine in that so much of the activity is at Amazon. Even if you let people know that if you like independent business, then you like Indie Bound.

John Jantsch: Yeah, that’s-

Ethan Beute: Right? They still go to Amazon.

John Jantsch: Yeah, Amazon’s got a lot of people captured, especially in the book buying business. They made it so easy, so that’s part of the process. I appreciate you stopping by, and I think you’re just down the road from me today. I’m up West of Boulder in Coal Creek Canyon, but I think … Aren’t you in Colorado Springs?

Ethan Beute: Yeah. Beautiful. What are you doing up there? Is this like an extended holiday experience?

John Jantsch: No, no. I have a home up here as well, so I live in Kansas City and in Coal Creek Canyon as well.

Ethan Beute: Beautiful. Good for you. Yeah, we’re all down in Colorado Springs. We have a few far flung folks, but the vast majority of our 150 team members are right here in downtown Colorado Springs.

John Jantsch: Well, it’s cold and windy up here at 10,000 feet.

Ethan Beute: Yeah. Cool.

John Jantsch: Awesome. Well, thanks for stopping by, and hopefully maybe one day when I head down 25, I’ll drop in on you guys.

Ethan Beute: You are welcome anytime, and lunch is on me.

John Jantsch: Awesome. Thanks, Ethan.

Ethan Beute: Thank you.

Transcript of Building Stronger Connections with Colleagues and Clients

Transcript of Building Stronger Connections with Colleagues and Clients written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Klaviyo logo

John Jantsch: This episode of The Duct Tape Marketing Podcast is brought to you by Klaviyo. Klaviyo is a platform that helps growth-focused eCommerce brands drive more sales with super-targeted, highly relevant email, Facebook and Instagram marketing.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and my guest today is Dr. Melanie Katzman. She is a business psychologist, advisor and consultant to public and private companies as well as government and nonprofit institutions. She’s the founder of Katzman Consulting and the author of a book we’re going to talk about today, Connect First: 52 Simple Ways to Ignite Success, Meaning and Joy at Work. So Melanie, thanks for joining me.

Melanie Katzman: Thanks so much for having me.

John Jantsch: So a lot of times people come on this show, that’s the first time people meet them and they meet them as they’re talking about their book. But I wonder if you could tell us a little bit of how you got here.

Melanie Katzman: Sure. So I’m a clinical psychologist and a business consultant and one of the things that I’ve found is that wherever it was that I was having conversations with people, be it in my private therapy office or in people’s corner offices or in their business cubicles, I was hearing many of the same things. And that had to do with the ways in which people felt devalued, marginalized and dispirited by their work. And many of my suggestions were ones that I repeated, they were simple, they didn’t cost a lot of money and people really were experiencing positive results.

Melanie Katzman: And ultimately I said, well, I want to spread this more widely. I’ve always been dedicated throughout my career to the democratization of information and I thought if I could write a book that made it easy for people to feel better about their job and to help them help others at work, then I will have achieved one of my missions, which is to help people feel better about their lives and their work.

John Jantsch: I want to get on, there’s a couple of messages there, but the first thing I want to explore a little bit is that are you now going out and consulting with employee groups, leadership teams, teaching these concepts or is it really still contained to your private practice?

Melanie Katzman: So, I’m an unusual hybrid. I’ve had a private practice for the last 30 years and I’ve had a corporate consulting practice for the last 28 years. And so I’ve been working with multinational companies around the world, I have assisted startups, I work with private equity funds and hedge funds, family businesses on succession planning. And I spent a good portion of my time, both as a coach, as a facilitator, as a strategic consultant to businesses. And it’s from those experiences that I recognize the similarity that no matter what country I was working in, whatever sector I was working in and whether or not I was operating in my clinical capacity or in my corporate capacity, that there was tremendous aspects of our shared humanity that were worthy of bringing out into the larger world.

Melanie Katzman: So now that Connect First is out, for sure companies are asking me to come in and to talk to them about the messages contained in the book. But I would say it is a continually refreshing cycle. The book is a result of the lessons I’ve learned from my work and now I’m back out telling people about the book and then picking up new lessons and just kind of sharing those learnings all around.

John Jantsch: So there’s been a great deal written in the last few years about how all of this interconnectedness of technology is actually making us feel more disconnected. Are you seeing kind of a rise in some of the things that you’re seeing symptomatic of this kind of disconnectedness?

Melanie Katzman: I’ll be honest with you, some of the things that I’m seeing, I’ve been seeing for decades, they’re exacerbated by technology. So technology gives us the illusion of being connected, but oftentimes we’re not. And so people are collecting likes and followers and not forging deep friendships and establishing relationships. People are ending a difficult sentence with a smiley face and thinking that the conflict has been cleared. So, I think that there are ways in which technology has helped us, but there’s also ways in which it’s created an emotional shorthand that actually doesn’t get at the emotions at all.

John Jantsch: So it’s kind of sport to pick on millennials. Do you think that there’s a generational aspect to some of the things that you talk about in the book are at least things that some of our parents taught us. Do you see that going away?

Melanie Katzman: It’s a really common question that people ask me. And I think that there is an aspect of generational difference. So the book starts with a lot of the basics about establishing respect and then builds on that in terms of the creation of trust and loyalty and then ultimately resolving conflict, dreaming big and working across generations to find new solutions. So we do begin with basics that, as you mentioned, many people would say, but I learned that from my family. I have millennial children. I think I also taught them those things. So I don’t think the millennials didn’t learn it. But I do think that there is a sense of connectivity to their devices that many millennials have grown up with that has made it almost acceptable to look at your phone and not the person across the desk from you or that people are more resistant to picking up the phone and having a personal conversation.

Melanie Katzman: So I think that there is a generational difference in terms of comfort with direct communication and appreciation of eye contact or even recognizing when you have your headphones on, what you’re signaling is, I don’t want to hear you. So those kinds of sensory details really matter. So I do think there is a generational difference there, but ultimately there are people I work with of all ages who make some of the same errors at 60 that someone is making at 20.

John Jantsch: Yeah, it is funny to see the person that say the coffee counter with their headphones on and looking at their phone and ordering coffee at the same time.

Melanie Katzman: Well right, also I’m sure you see this, people sit in open plans, which are meant to increase collaboration, but then in order to focus, they’re staring at the screen and they’re putting on their headset and because they have an app that can bring them their food or their coffee, there isn’t the interaction. So there’s a false sense of community and I think that’s also where it gets tricky. We think we’re doing the right thing, but actually we’re not.

John Jantsch: So the book is organized around kind of seven main ideas and then as the title suggests, 52 simple practices or ways. How would you recommend somebody use this book?

Melanie Katzman: So I wrote the book initially such that anybody could at anytime, no matter where they are in their career progression, dip in, find the answer to the problem that they’re facing. And read it, put a book mark in it, give it to their colleague, give it to their kids, give it to their coworker and it continues to be a tool that can be used that way. However, it became clear in some of my early focus groups that there are people who like a linear progression, that a story arc is appealing.

Melanie Katzman: And so I ultimately created the book such that it is a build the way I mentioned it earlier, which is kind of the basics of establishing respect to being the person that people want to be with, growing loyalty, creating strong teams, managing conflict, working across interest groups, working across generations, and then figuring out how to leverage your platform with intention. So in a lot of ways the book starts out with a smile, literally and enter the dream. And for those people who want to change the world, it’s a guide book for that. And you can read it in order such that you see how each step builds on one another, but you don’t have to. You can just let the book fall open and go, “Oh, there’s a story. Does that work for me?”

John Jantsch: Well, I think there’s an element of sort of personal development to practicing some of these tips because I know, great. Okay. Remember people’s names. Yeah, I should do better at that, but that’s something you’re going to have to work on, right?

Melanie Katzman: Yeah. Remember people’s names, introduce people in a way in which they feel connected to the meaning of the work. Help people stand up taller and feel smarter as a result of the interaction with you. These are all things we can do. We have to remember to do it. And now one of the things I found having worked for many years in the corporate settings is that it’s very easy to say, where’s the company program? What’s the initiative that’s going to help us accomplish this? Are we having an event at an offsite or the end of the day? My joke is always is how many consultants does it take to change a light bulb? Do you know? If a light bulb has to want to change itself. If you’re not willing to make personal changes, then it’s going to be pretty impossible to achieve the results that you want.

John Jantsch: Want to remind you that this episode is brought to you by Klaviyo. Klaviyo helps you build meaningful customer relationships by listening and understanding cues from your customers and this allows you to easily turn that information into valuable marketing messages. There’s powerful segmentation, email autoresponders that are ready to go, great reporting. You want to learn a little bit about the secret to building customer relationships. They’ve got a really fun series called Klaviyo’s Beyond Black Friday. It’s a docu-series, a lot of fun, quick lessons. Just head on over to klaviyo.com/beyondbf, Beyond Black Friday.

John Jantsch: Well, what struck me, and maybe I’m just sort of a systems person, process person was to think, okay, they’re 52 weeks in a year. I’ll take this and that’ll be my theme for the week that I focus on that because I get, and maybe some other people do too. Let’s say I sat down and read half the book one day there’d be 15 things I want to work on and now I’m not going to work on any of them because I’m overwhelmed. So again, that’s just the way my brain works. I could see people doing it that way to say, okay, this is something I want to work on so I’m going to carry it with me this week.

Melanie Katzman: Yeah. So actually there are a number of groups that have popped up on social media and within companies where there’s an effort to read a chapter a week to discuss it either within their leadership circles or online with friends. And I’m delighted to hear that. In 2020 I’m going to be launching some social media assets to help people think each week about ways that they can develop themselves. So absolutely, I wrote it with the intention that if you wanted to have your Connect First calendar program card deck, which we’re also developing, it’s all there. But equally I never want anyone to feel like they have an obstacle to change. So if 52 feels overwhelming, grab three, that’ll still be three better than the day before.

John Jantsch: Well I also found that some of them are going to be hard. Be a magnet, become the person people want to be with. I mean that’s probably with the exception of extreme introverts, that’s probably everyone’s goal. But not everybody’s going to be somebody we want to be with. I mean, how do people, if I aspire to do all of these things in this book, how do you deal with the ones that you’re probably just not going to do?

Melanie Katzman: Well, so it’s interesting that you mentioned that about introverts because I think introverts also want to be the person who’s included. That when people are putting together a team that their name is selected or when they come into a room, that people want to listen to what they have to say when they say something. So I find that with introverts, I’ll often tell them there are ways to connect to people that make you magnetic, that don’t require you to go as far outside your comfort zone as you might think. Consider information that you might have access to and send that to people before they ask. Broaden your point of view in a way that then helps you to broaden other people’s perspective.

Melanie Katzman: So if you adopt a generous, curious approach that we’re then in a position to make people attracted to us in the positive sense because working with you will be easy. You’re timely, you recognize when the job has been completed. You name the elephant in the room. All of these things, while they’re not easy, they’re not only the province of the extrovert. It’s the person who’s looking, watching, tracking what’s happening.

John Jantsch: Sure. I guess I was trying to be funny. There are definitely people who just don’t want to be around people, but I totally agree with your point there. This was another one that struck me, it’s number 42. Be a person first, help strangers feel less strange. Again, probably something that for some people comes natural and for others is quite hard.

Melanie Katzman: Yeah, I mean I think that so much of what I try to encourage in the book is for people to take the first step. Don’t assume that somebody who isn’t talking to you, asking your name, inquiring about your perspective is uninterested because so many of us get caught up in our own head. The idea that people may not be interested in us, so take a chance. Usually people will be grateful that you’ve made that effort and don’t just jump in and start negotiating.

Melanie Katzman: Now incredibly people when they are anxious or maybe not incredibly, when they’re anxious, they walk into a conflictual situation or potentially conflictual one, and get down to work. And actually work doesn’t flow as well as it could because they haven’t taken the time to as I say, be a person first. Establish commonalities. Look for the ways in which you can build bridges between each other and then build up into the conversations that may be more difficult. So oftentimes it’s kind of slow down, establish that connection and then you can speed up and be very efficient in your work.

John Jantsch: A lot of the connection elements of this book really are human to human. But are there elements of technology, of social media, of networks that are distributed that can actually facilitate or maybe even speed up some of these ideas?

Melanie Katzman: Well, I think it’s all about human to human, but we don’t always have to be in the same place. And I think this is the tricky thing because on the one hand I’m saying, be careful that we don’t use technology to replace the human connection. And on the other hand, we can use technology to enhance it. So I encourage people to do more video calls than conference calls in part because it’s harder to multitask. When people are on conference calls, they tend to do 12 other things. The calls aren’t particularly efficient and everybody’s time is wasted. So if you have the video technology, use it. In fact, use it so that you see the setting that somebody is working in.

Melanie Katzman: Now I’ll encourage people who are getting together for a conference call to start with what’s everyone’s sitting outside their window right now. Just locate each other in space. It kind of grounds the call literally by letting you know what the ground beneath your colleague’s feet is. So, I think that there are ways that we can be more humanly connected that go beyond, I’m sitting across from you in the same room. Having said that, wherever possible, I still encourage people to make some effort to be in the same place at the same time because then when you are not co-located, things still move more rapidly.

John Jantsch: Yeah. There’s something about body language that communicates comfort and trust in ways that I don’t think you could do over these kinds of technologies can you?

Melanie Katzman: It’s so easy to have misinterpretations, even when you’re in person, you can have misinterpretations. But then if you’re trying to infer somebody’s attitude through their email, it can be very confusing. Somebody shot off a note to you, between red lights in their car while their kids are screaming in the back and they just wanted to be efficient and sent you a note and you’re sitting at your desk and going, what? Are they mad? Are they happy? What did it mean? So, if you know someone and you’ve seen them and experienced them, and quite frankly, if you know them a little bit outside of just their job, then there’s a greater chance that you’re going to give them some slack and assume better intentions rather than jumping to the, what is this person trying to do to me?

John Jantsch: Yeah. I’ve discovered over the years that sarcasm and humor really are tough in email.

Melanie Katzman: Exactly, exactly. And particularly if you’re working in different cultures and that doesn’t mean different countries. I’m talking to you from New York City. We don’t always have the same sensibility or humor as somebody from another state in America or even someone from the West side to the East side of Manhattan. So humor is tricky. I agree.

John Jantsch: You talk faster, that’s for sure.

Melanie Katzman: Right. You’ll have to slow me down for the podcast or just listen to me in slow mo.

John Jantsch: One of my favorites and I’ve, and again this can be misinterpreted, but I have felt that this has been valuable to my career over the years and it’s number 20, have a point of view. And I think a lot of times people are afraid to maybe speak up but maybe more afraid to advance a thought that maybe not everybody agrees or they don’t know if everybody agrees with. But I think having a point of view about how something should be done or some practice, I think is a tremendous way to add value in a lot of situations.

Melanie Katzman: I do too. I mean when I am assigned as a coach to someone who’s a high potential or who’s positioned to move up in the organization, one of the things I often work with them on is to develop a point of view. How can you be additive, not just repeating what the company speak is, but really taking the time to find out how you can contribute in ways that other people haven’t thought of. How to ask the beautiful question. How to bring in information from other disciplines. And if people only come into situations either ready to repeat what they have heard or only discuss what they think is safe, they’re not ultimately advancing innovation, they’re not necessarily particularly interesting and they certainly aren’t establishing their value.

John Jantsch: Okay, let’s end on a negative note, shall we?

Melanie Katzman: If we have to.

John Jantsch: Which one of these is your pet peeve that you kind of wrote about because you were sick of seeing it.

Melanie Katzman: Oh, okay. But this is, I’m going make this a positive because it’s so easy, everyone can change. And in fact people have read the book and gone, “Oh my God, now I’m getting a thousand got it emails.” So my favorite chapter, which is my biggest pet peeve, is a chapter that says, Got it. Too often people send requests and receive no acknowledgement that they have been received and as a result you are left wondering, did the person get my message? Are they responding to it? How do I organize my time? When can I expect an answer? Am I just not worthy of a response? So an entire negative spiral ensues whether you are the boss who hasn’t received affirmation or whether you’re the subordinate.

Melanie Katzman: From both directions, not knowing whether someone’s email has been received is debilitating and frustrating. And for bonus points, if you can say, “Okay, I’ve received your request and I’m going to respond to it by X date,” it’s even better. People wait to be able to have the answer or the perfect answer before they respond. And as a result, people are frustrated and they’re not managing their time. So just say “Got it.” Takes two seconds, lets people know you’re on their radar screen. Trust me, even though you may be afraid that you’re clogging people’s inboxes, they will appreciate the acknowledgement more than they’ll be frustrated with it and they can always hit delete.

John Jantsch: Speaking with Dr. Melanie Katzman, author of Connect First. So Melanie, why don’t you tell people where they can find you and your work and obviously pick up a copy of Connect First.

Melanie Katzman: Well, thanks for asking. Connect First: 52 Simple Ways to Ignite Success, Meaning and Joy at Work is available anywhere that you buy books, Barnes and Noble, Indie Bound, Amazon, all bookstores. You can follow me on Twitter, Facebook, LinkedIn at Melanie Katzman and it’s K-A-T-Z-M-A-N.

John Jantsch: Awesome. Well, thanks for dropping by and hopefully I’ll run into you soon next time I’m out there on the road.

Melanie Katzman: Thanks so much. It was a pleasure talking to you.

Transcript of The Biggest Social Media Trends to Watch in 2020

Transcript of The Biggest Social Media Trends to Watch in 2020 written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Gusto Logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Gusto, modern, easy payroll benefits for small businesses across the country. And because you’re a listener, you get three months free when you run your first payroll. Find out at gusto.com/tape.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch, and my guest today is Michael Stelzner. He is the founder of Social Media Examiner and the producer of Social Media Marketing World, a great conference for pretty much anybody in marketing. So Mike, thanks for joining me.

Mike Stelzner: Thanks for having me back, John.

John Jantsch: Yeah, back. This is… I’ve been doing this long enough that I’m having people on third and fourth time. I bet I had you on for your book White Papers, didn’t I?

Mike Stelzner: I don’t really know, but I think this has got to be at least my third time on the show.

John Jantsch: I really… I remember… When would that have been? 2008?

Mike Stelzner: The paper thing? Man, that’s a long time ago.

John Jantsch: I know.

Mike Stelzner: We’re talking like 2006-ish, 2007.

John Jantsch: Well, I’ve been doing the show that long, so I’m going to have to go look that up. I’m probably the only person who has had you on to talk about that on a podcast and then back about trends in social media 2020.

Mike Stelzner: I think that’s probably a fair statement.

John Jantsch: And you’ve been doing your podcast for how long?

Mike Stelzner: Seven and a half years almost. It’s crazy.

John Jantsch: Yeah. Yeah. And you know, it’s funny, I’m already getting us off topic here, but it’s just amazing how much podcasting has taken off and I’m actually calling audio content kind of a trend for 2020, even though it’s been around. I think it’s just going to just go crazy in 2020.

Mike Stelzner: I’m with you 100%. I think a lot of it has to do with the fact that Spotify bought Gimlet and Anchor and Apple also reinvigorated all their apps, so I would say for sure there’s a big, big move towards new people starting to listen to this stuff you and I have been doing for a long time.

John Jantsch: And where do you come down on stuff like the Alexa skills and flash briefings and stuff? Do you think a lot of mainstream podcasters are going to start using those as distribution channels?

Mike Stelzner: Well, to be honest with you, we tried it for nine months and we saw almost nothing. So either we were really way too early to the game and we’re talking, we decided to shut that down about six months ago. I don’t think most people are going to use the smart speakers for the kinds of things that they do here. So until I think people start using it for something other than utilitarian purposes, I’m not sure that’s going to be as big a deal as podcasting.

John Jantsch: Yeah. Well, it’s funny because, again, when I started podcasting, it was so hard to get people, to show people how to listen to a podcast, which obviously now that’s every smartphone comes equipped with it and there’s all these places like Spotify. But I have to think that at some point the smart speakers are going to get easier that way. But again, you might’ve been early.

Mike Stelzner: Well, what’s fascinating is most people don’t even know you can ask. If you have an iPhone, you can ask it to tell you the news and it will ask you who’s your preferred news provider, NPR, Fox, or CNN. They’ll give you the news. Most people don’t even know that.

John Jantsch: Yeah, yeah, yeah. You’re right, you’re right. So let’s talk about 2020. You follow… you interact with the brightest minds in social media, you follow it yourself, you write about it yourself. So I wanted to kind of do a show on just where you see we’re going. So I’ve got a couple of specific things. We already got into one, but are there kind of your overarching trends for 2020 for social media?

Mike Stelzner: Yeah, there’s a couple of things. First of all, we’re seeing rising ad costs, on Facebook in particular and Instagram, mostly because right now during the holidays, but also because it’s going to be an election year. So you can see a lot of ad inventory be taken up by political candidates, which is going to… and you also have a limited amount of inventory and a rising number of advertisers. Mark Zuckerberg recently said seven million active advertisers are on the platforms competing for limited space. So the ad costs are rising, and as a result a lot of marketers are looking for organic activities. And the areas where we’re seeing a lot of organic growth is on Instagram and also on YouTube.

Mike Stelzner: So I think we’re seeing the rise of very short form video in the case of stories on Instagram and Facebook and also a rise of the number of people utilizing YouTube. You’ve got over a billion daily active users on YouTube with an average session duration of like 27 minutes. So I think both of these things represent big organic activities that are in the realm, the scary realm, John, of video marketing.

John Jantsch: Where do you see those two things fitting in? Like where does Instagram stories fit in for a typical marketer?

Mike Stelzner: Well, first of all, there’s lots of opportunities with Instagram stories because they show up at the top of the feed when you first open the app and in the middle and it’s just… For the small business marketer, it’s just a matter of showing up regularly and just talking about things like, “Hey, here’s what’s going on in the office. Or here’s the new product idea we’re working on, or here’s how we make what you buy, consumer X.” Or even day in the life kind of stuff, so these very short 15 second videos really are getting a lot of play on Instagram and it’s just a top of mind thing.

Mike Stelzner: As you know, John, one of the biggest challenges in this competitive space is being someone that others think of when they’re looking for a solution. You want them to think of your business. On the long form side of it, the benefit to YouTube is that people go there with the intent of watching video. Where an Instagram, they don’t always go there with the intent to watch video. So the benefit of YouTube is it’s a search engine and a lot of people forget about that.

Mike Stelzner: So if you can create answers to questions that people have, prospects have, and they’re searching YouTube and they find your video, then all of a sudden they might subscribe to your channel. They might go a little deeper and check out whatever it is that you do. So I think of YouTube as almost like the new Google search because a lot of people are watching video.

Mike Stelzner: And by the way John, this is part of a mega trend when you couple it with what’s going on with Disney+ and Apple+, two major multibillion dollar companies getting into the video streaming game. I think we’re seeing a mega trend here, which is longer form video consumption becoming like… We’re really in the age of long form video consumption, and it’s going to be one of the things that we’re going to look back on in history and say this is the age of literally digital television like nothing we’ve ever seen before.

John Jantsch: Yeah. You know, one of the things that a lot of people miss too is because so many people go to YouTube to ask it a question, I mean it’s like how do I do something is like the main thing, the related searches there for videos, it just a gold mine for SEO because that’s the stuff people are asking about and that’s the stuff you ought to kind of cement your entire content marketing of all forms around I think.

Mike Stelzner: Yeah, and an important point here, a lot of people like us that have been in this industry for a long time that have been bloggers like you and me, John, videos are the future of blogging. It really is. You can create video blogs that people will spend more time with than they will ever on your website reading your actual blog and when your face is in there, then they get to know you and like you, and those are some of the core principles to people doing business with you.

John Jantsch: Yeah and I think the days of somebody seeking out somebody’s blog, unless it’s on just a really very specific niche or something and reading long form content is probably behind us aren’t they?

Mike Stelzner: I would say yes, but I still get a lot of people, almost a million people a month coming to our blog or out there, in an industry that’s constantly changing and they’re searching. But the scary side of this, John, as you probably know, more than half of all Google searches result in no click. And this is because of that company, Amazon, you mentioned. The Alexa product is competing with the Google products and Google wants to give the single answer. We’re moving towards an era where traffic from search is becoming harder, therefore diversifying into video is another advantage there because it’s like a leg of the stool that so many of us have not built out yet.

John Jantsch: It drives me crazy sometimes. I’ll go out there and search for something and it takes me about five clicks on Google to get to the destination that I’m trying to get to.

Mike Stelzner: Yeah. You have to scroll down a lot if you’re on a mobile phone. It might be like, you could be in the number one slot, but you still have to scroll a couple screens because they’re doing everything in their power to provide you the answer so you don’t have to click.

John Jantsch: Well, and even beyond that. After this show publishes and you Google Duct Tape Marketing podcast, they’ll show our episode in the top search results because they figure that’s what you’re looking for. But guess where it takes you? To Google Play, not to the Duct Tape Marketing podcast, which I’m happy for the listener, but you know, they’re keeping people away.

Mike Stelzner: There you go. It makes sense. I mean, they’re just like Facebook. They want to keep people on property.

John Jantsch: Everyone loves payday, but loving a payroll provider, that’s a little weird. Still, small businesses across the country love running payroll with Gusto. Gusto automatically files and pays your taxes. It’s super easy to use and you can add benefits and management tools to help take care of your team and keep your business safe. It’s loyal, it’s modern. You might fall in love yourself. Hey, and as a listener, you get three months free when you run your first payroll. So try a demo and test it out at gusto.com/tape. That’s gusto.com/tape.

John Jantsch: So let’s talk a little bit about how you see the maturing of social media. Again, we were both talking about this stuff when Twitter was founded, when people were going, “Oh, this is the next thing.” How do you see how social media has matured, just become a part of marketing, becomes a foundational element of a business’s plan? Where do you think we are in that?

Mike Stelzner: Believe it or not, I think we’ve gone back to where we were when we started. It’s kind of like things have come full circle. If you remember, John, back in the day with Twitter and with Facebook, there was no images, there was no video, it was just text. And Facebook is kind of driving everything back towards that by encouraging people to be active inside of groups. Why? Because they can mine that content, right? And they can use that content to sell to advertisers.

Mike Stelzner: So the key thing that a lot of social platforms are talking about is an engagement metric, right? So they want you to take some sort of an action, typically in an ideal world to share and/or a comment. And that’s kind of how it was back in the day. It wasn’t necessarily about you spending a lot of time necessarily consuming media on the platform. It was more about like you connecting with family, friends and it’s kind of moving back to that.

Mike Stelzner: And I think that that’s a good thing, because it’s going to be a little harder for people, like the bad marketers, to ruin the experience, right? Because that doesn’t scale, right? The idea that you’re going to have to engage with people does not scale. And as a result, those who are willing to invest in community development, which is obviously interacting with prospects and customers, are going to be the winners in the long run because in a world where somebody can create a fake persona and act like there’s somebody that they’re not and drive people to sites that are not real, it’s going to be the real people that are going to stand out and are going to thrive. And that’s going to be good news for small businesses because I think if we go back to the way it was, which was true interaction, then that’s how we develop and nurture relationships. So it’s literally coming full circle in my opinion.

John Jantsch: Do you feel that some people are fatigued by social media? Not the good uses you just described, but just the clutter?

Mike Stelzner: Yeah, for sure. The reality is that Facebook doesn’t even reveal the kind of data they used to reveal before because they’re aware of this, right? In the past, they used to talk about how many daily active users are on Facebook and how many were on Instagram. And now they just kind of combine it all together in one bar. And I think it’s because beyond the big seven or so social platforms, you’ve got all these little private communities that people are moving more towards.

Mike Stelzner: So we’re seeing obviously people interacting in private Facebook groups, we’re seeing people interact in apps that nobody’s ever heard of before, like Mighty Networks. And I think what’s happening is the aspect of community is strong, but the question of where you house your community is becoming more and more difficult, because I think consumers are more aware of the fact that there’s a lot of… like if you’re not paying for the product, you are the product, right? We’ve heard this a million times. So they’re moving to platforms where maybe they have to subscribe, but they know that their information won’t be used against them.

John Jantsch: You mentioned bad marketers. So let’s segue to messaging apps. Where do you see, obviously Messenger inside of Facebook, almost everybody’s got some messaging app on their phone that comes native, and then there’s a whole slug of all these other ones out there, where do they fit?

Mike Stelzner: Well, the hype cycle on this is crazy, John, because you know we do this annual report every year. And two years ago the interest in messenger bots was completely off the charts. Last year, the interest in messenger bots was not, it dropped dramatically. And we’re about to do our study here in a couple of weeks in early 2020 on this very same topic again. And I think what happened, a lot of people were sold on this idea that messenger bots are like email, but with better open rates. That lured them in, right? But then when they began working with bots, they began to realize, whoa, this is way more complicated than I thought. And that’s the truth and the reality of bots is that you practically have to learn a programming language, even if it’s drag and drop, and it’s super complicated and Facebook changes the rules all the time on what you can and cannot do.

Mike Stelzner: So I think bots can be really, really effective. But it’s just like anything else. It’s probably one of the most complicated things you can do so you have to probably hire an agency or consultant to do it for you, and that’s where it gets a little bit squirrely. We’ve tried two different bots twice and we ended up shutting both of them down because it was just this big old rabbit hole that we didn’t want to get into. Have you heard better things from others or have you also experienced?

John Jantsch: No. I think that they’re just extremely hard to do well. And if they’re not done well, they’re worse than not being done.

Mike Stelzner: Yeah. And the natural language processing isn’t there, so what ends up happening is you can type in a sentence, but it won’t understand what it is or it’ll wrongly interpret it. So I think we’re going to get there in the next couple of years as artificial intelligence on the natural language processing gets really, really good. But right now, there are some great tools out there and we have a whole track on it at our conference, but it is definitely one of the more complicated things that marketers are doing right now. And I think there’s upside, don’t get me wrong, but I think the hype was pretty crazy off the charts.

John Jantsch: I was listening to an NPR show and I won’t remember any of the names of the people, but they were talking about people who were very deep into this, into the technology of this industry. And they said, one of the scientists said that one of the dirty little secrets that people don’t realize is that where we are with a lot of AI right now is a lot of AI is actually being interpreted by humans in sweat shops all over the world. And that’s… the promise of this technology is just not there yet.

Mike Stelzner: Yeah, it’s kind of like… To be honest, what it is right now, it’s like when you call those toll free numbers and you have to push one to do this and two to do that. That’s literally where bots are right now, except instead of a one or two on your screen, it’s giving you buttons that you push and it’s just logic tree stuff. But where it gets really, really complicated is the fact that there’s all these regulations and rules put on by Facebook in particular that you’ve only got so much time to respond. I mean it can get really, really kludgy. So yeah, that’s definitely an area that I am not an expert in, but I’ve interviewed a lot who are experts, and my data shows that it’s probably one of those things that definitely could provide value, but you better have a decent sized team to focus on this because it could take you off focus of other more important things.

John Jantsch: So let’s talk about more important things like influencers. How do you see, again, the model of going out, finding people who have huge followings, big name brands out there, celebrities, I mean that’s gone on forever. Has social media democratized that a bit? In other words, a person that’s got 50,000 Instagram followers that you’ve never heard of and they’ve just been able to really dig into that platform and get some engagement is now an influencer. Talk to me a little bit about how you feel about that aspect of social media.

Mike Stelzner: Yeah. First of all, Instagram influencers in particular are in a world of trouble right now. John, if you haven’t heard, they removed in certain countries and in America I think it’s… I don’t know if it’s rolled out everywhere or if it’s in testing, but I don’t see the hearts anymore on the Instagram posts. I see it on my own, but my audience doesn’t see it. You just see if it was liked by… it just says and others really if I recall. I think what that’s doing is, because there’s so many young people on Instagram and they understand that this is definitely hurting the mental space of a lot of young people, but they also understand that this also could democratize, if you will, Instagram a little bit where everyone is perceived as equal.

Mike Stelzner: I don’t think the world of influencer marketing is going to survive in the long run in the way it is on Instagram. But I do believe that influence is important. So if I can explain that, it’s not about how many followers the world sees that you have, so the social proof side of it, isn’t I don’t think as important as it was. I think instead what’s important is whether or not you as a creator of any kind of content can yield influence on your audience, which has always been the case, right?

Mike Stelzner: John, you’ve got people that listen to your podcast and they hear about the things you talk about and they choose to act because you said that you believe this to be true. That is you yielding influence to your audience. And the real question is like whether or not that is an industry that can be monetizeable. I prefer instead to help people figure out how to yield their own influence on whatever platform they’re on and use that to help them grow their business, not rely on the influence of others. So I don’t believe necessarily, but I know it works. Don’t get me wrong. I know it does work for certain kinds of businesses as an accelerant, but I think it’s kind of one of those dangerous slippery slopes you’ve got to be careful of.

John Jantsch: So I’m trying to get Pat Mahomes to come on and talk about the Duct Tape Marketing podcast. That didn’t mean anything to you because you’re a San Diego Chargers fan probably.

Mike Stelzner: Yeah, it didn’t.

John Jantsch: Total blank. Sorry. He was last year’s MVP in the NFL. He’s the Chiefs quarterback. But clearly, you gave me within about half a second there that you were not an NFL fan.

Mike Stelzner: I’m not, but I’m sure that he’s amazing. But yeah, exactly. Like that’s the whole point, right? Like remember when Guy Kawasaki had millions of followers and everybody wanted Guy Kawasaki? Just a name that a lot of our audience is familiar with. It doesn’t necessarily mean anything. I mean, like the honest truth is that we all want people to advocate for us, and some are worth paying, but that concept has been around forever. Affiliate marketing, right? I mean that’s what built the back of affiliate marketing. So I just think that the influencer marketing world has got to really… I think it’s one of those things everyone’s running from right now because the bad rap of what’s come out of YouTube and Instagram, and I’m not talking about it because I don’t believe it’s important. I believe influence is important instead.

John Jantsch: Yeah. Remember magazine ads from the ’50s with the movie stars with a cigarette. I mean that was pretty much the same thing, wasn’t it?

Mike Stelzner: I would imagine so, yeah. I mean, and trust me, it does work. Obviously if you’re a super, super well known individual in the audience that you’re trying to target with, yes, I mean the idea of leveraging someone who is a celebrity. Celebrity endorsement is probably not dead ever, but the question is how do we label a celebrity? That’s really what we’re talking about.

John Jantsch: Yes. That’s a whole show by itself, isn’t it, Mike?

Mike Stelzner: Could be.

John Jantsch: You have, depending upon when people are listening to this, January 2020 probably-ish and beyond, but you have another edition of Social Media Marketing World coming up in San Diego. What is this the ninth year?

Mike Stelzner: Yeah, I think it’s our eighth and it’s March 1st, 2nd, and 3rd. We’re really excited. It’s a different world for sure. I don’t remember, you’ve been to our event at least three times, right? Or four times or something like that?

John Jantsch: Five or six.

Mike Stelzner: Were you there at the very first year or did you come?

John Jantsch: I think I spoke there for the first four or five, six years, yeah.

Mike Stelzner: Yeah, so it’s really… It’s changed a lot since then. It’s got 16 tracks now covering everything you could possibly imagine, all the major social platforms. This year one of the cool things that we’ve got is four different tracks on video, video creation, video marketing, YouTube for business, and live video. Because that’s a big trend a lot of marketers are trying to understand and how to wrap their brain around. But yeah, thousands of people from all over the world will be coming as they always do, and many thousands also attend virtually. I’m pretty positive… yeah, it is definitely year eight.

John Jantsch: Yeah. And without a doubt, I’m sure there are metrics to back this up, the premier social media show for sure.

Mike Stelzner: Yeah. Last year we had 4700 people there and another couple thousand virtually. So definitely not the biggest marketing conference in the world. That would probably be like, I don’t know, maybe Inbound or something, but for sure for social media we’re the biggest.

John Jantsch: Yeah. Or Sales Dreamforce, if that’s considered a marketing one.

Mike Stelzner: Yeah, of course. It’s its own little animal.

John Jantsch: Pretty good sized one. Well, Mike it was great catching up with you as always. Appreciate you stopping by. People can find you at socialmediaexaminer.com and that’s of course where all the links to all the Social Media Marketing World and your report that you mentioned is always a great read every year.

Mike Stelzner: One last thing, if you have room in your dial, in addition to John’s podcast, you can check my podcast out also, which I don’t think I mentioned the name. It’s just called Social Media Marketing.

John Jantsch: Awesome. Appreciate it, Mike. Hopefully we’ll run into you out there on the road soon.

Mike Stelzner: Thanks, John.

Transcript of Business Lessons Learned on the Baseball Field

Transcript of Business Lessons Learned on the Baseball Field written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Zephyr logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Zephyr CMS. It’s a modern cloud based CMS system that’s licensed only to agencies. You can find them at zephyrcms.com, more about this later in the show.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch. My guest today is Joel Goldberg. He is a speaker, MC and a television announcer with 25 years or so under his belt, the last 12 with the Kansas City Royals. So we’re going to talk today about lessons learned in sports that translate to business. So Joel, thanks for joining me.

Joel Goldberg: Thanks for having me John.

John Jantsch: I have to tell you, first off, a lot of my listeners know that I’m in Kansas City and that I’m a Kansas City Royals fan that I got a solid single off of Monte at fantasy camp. And every time I see you guys back up there in left field, I let him know it.

Joel Goldberg: Well come by again next year and we’ll really let him know it because the good news is he’s pretty humble. The reality of it is if he threw you a legitimate slider, you wouldn’t have had a chance, I wouldn’t have a chance.

John Jantsch: I think that thing he threw to me might’ve reached 65 miles an hour. I mean, it had some heat behind it.

Joel Goldberg: Yes, some [inaudible 00:01:28]. Isn’t it quite the reminder of how, even when we think we have talent along those lines that we’re not close, never have been?

John Jantsch: Nope. But to your point, he is a fine human being as well.

Joel Goldberg: The best. I’ll tell you, I mean, he’s been my broadcast partner for better part of 10 years and I still haven’t had a bad day with him. And that’s really hard to say. Most people can’t say that about their spouse, their relatives, anybody. But that’s just life. I’ve never had a moment where I’m like, “Oh, well this guy,” and I travel with him and hang out with them and the whole works. I mean, that’s a former three time all star, all time stage leader for the organization and you’d never know it.

John Jantsch: No, that’s absolutely right. It looks like he could still go out there and throw it a little bit too. He keeps himself in great shape, doesn’t he?

Joel Goldberg: Yeah, better than his partner. But it is amazing, when the team struggles and they go through their cycles like everybody else and bullpen struggling, inevitably there will always be someone, fan that walks by and says, “You ready to go?” And he’s 57 years old now and I think that the response usually is, “I’m done.” Every now and then there’s a, “Maybe I can help a little bit.”

John Jantsch: So let’s talk. We’re obviously going to talk about some of the leadership and culture stuff that you’re working on these days. But maybe give people a little bit of insight into, I’m sure a lot of people think, “Oh, baseball announcer. What a glamorous life and glamorous world,” and in many ways it probably is a dream job, but it’s probably a grind at times too. I mean, I know the baseball players talk about the months and months and months of travel and season and you’ve kind of experience that as well, don’t you?

Joel Goldberg: I experience every bit of it minus the physical part that they experience. But I’m pretty sure that we experience the same mental grind. I think it’s a grind because there’s just no let up. When I moved to Kansas City in 2008 I’d come from a job where I was a year round salaried employee in television. And now essentially I’m a freelance reporter, TV host, working a full year’s worth of work in six months. On a good month you have three or four days off. But there are stretches, and thankfully for the baseball union, for the players, they can’t play 30 straight days. But I think it’s 20 something they’re allowed. So there’s stretches where you might work 20 straight days, get a day off and then go another 15 in a row.

Joel Goldberg: For me, what I learned, it helps when you’re doing what you love and they’re paying me to talk about baseball and travel on charter flights and all that stuff and nice hotels. But you’ve got to pace yourself because if you don’t, that’s what I learned early, take deep breaths and take time for yourself and then your family when you have that is that you’re going to to get to June and be ready for the season to end. And there’s no break. Outside of a four day All Star break in July, there is no relief in sight.

Joel Goldberg: That’s the grind. But again, I don’t say that, ask them for people to feel sorry for me because I’m living my dream and my passion. I think that one that people would empathize the most with is that it can be very challenging and tough being away from family and kids and missing events and all that type of stuff.

John Jantsch: You spend a lot of time on the road. There have been many people that, I mean obviously the analogies of sports to businesses, they’re so rich. But in a lot of ways sports teams like a little mini business. I mean it’s not even mini. I mean it is a sort of odd shaped business, isn’t it?

Joel Goldberg: 100% and I’ll take it a step further, John. I mean, there’s plenty of business in every sports franchise at every level from the corporate sales and the suites or the tickets to the marketing and on and on. I mean, that in itself is the big business.

Joel Goldberg: But if you just look at a major league baseball club house or any locker room in professional sports, to me it is very much a microcosm of any business because you have different personalities, you have diversity, you have different roles. I mean not every team is going to have 25 superstars. Not every team is going to have everybody being the top salesperson and to make it work and to make it mesh in the amount of leadership and determination and skill and passion and all of it, to me, what I’ve learned in my last three years as a speaker, it’s very similar. It is very similar. It just happens to be in a world where there’s a lot of spotlight on them.

John Jantsch: And I think probably a different element, is a lot of businesses can think in terms of wins and losses, but probably not in the dramatic fashion every day that a sports team might experience. How would you say that that element of managing the wins and losses and the emotional roller coaster, the sort of ultimate, did we make it to the World Series? I mean how does that parallel a traditional business in your opinion?

Joel Goldberg: It’s all process based. On the end you’re going to be measured by your wins and losses, your final sales numbers, your goals. But what does it take to get there and all the things behind the scenes and progress that oftentimes doesn’t show up in the numbers that may show up two years down the road, three years down the road.

Joel Goldberg: I think what I love most about baseball, and I love all the sports, I’ve always been a guy and I covered a lot of other sports over the years, still a little bit of hockey, but it is whatever sport I’m in is my favorite. I just liked them all growing up. So baseball is my favorite because I’ve been nonstop in that for 12 years. But baseball is different than the other sport. And I’m not saying that they work any harder. That’s not it. But when you have a bad day in baseball, you go for four, you strike out four times, you give up three home runs as a pitcher or whatever it might be, you got to come back and do it again tomorrow and the next day and the next day.

Joel Goldberg: In football, for better or worse, you’re going to sit on it for a week. You’re going to work and build up to that. But this whole baseball thing is very much representative to me of the real world because it doesn’t stop. And you have a bad day at the office, a bad day at home, you still have to answer the call the next day. If you’re lucky, you get a weekend off. And so that to me is, if you think about in the course of a baseball season, ultimately you’re measured by did you win the championship or not? Then 29 teams out of 30 in baseball are going to be failures that those odds aren’t very good.

Joel Goldberg: The Kansas City Royals finally won a world championship. Hey, they got more world championships in the Yankees in the last 10 years. That doesn’t mean that they’ve been a better team, but how do you measure success beyond just winning that championship? Are you growing? Are you getting better? I think to me that’s very much like most companies that know that they’re not going to suddenly be what they want tomorrow. It is a very long process.

John Jantsch: There’s a lot of talking I think when the Royals won in 2015. There was a lot of talk about how the culture of the organization maybe carried them to a place where purely the talent couldn’t. But then there’s also a lot of naysayers to that idea. I think the same is true in business. There are a lot of folks that are very bottom line, here are the numbers and there’s a lot of people that know this is a place where people want to work.

John Jantsch: I know you talk about culture a lot and so I guess I could ask this sort of a multi part question. What role do you think culture plays in a sports team? What role did you think it played in the excellence that the Royals were able to achieve in the mid 2000s?

Joel Goldberg: Well, I think in terms of the Royals and certainly smaller market teams, it’s huge, if they want it to be huge. I know that the group here that built this team, they just changed ownership, you know that, but they still have the same general manager in place and there’s an incredible consistency to that of having a general manager that has been here since 2006. That’s pretty hard to do in sports. [crosstalk 00:09:31].

John Jantsch: Well not just one who’s been here a long time. I mean, one who puts vocally puts culture out there ahead of a lot of those.

Joel Goldberg: I’ll give you a few examples, John. The first time I ever met Dave Moore was 2007. I was in visiting. I was working in St. Louis that year and so I was in visiting with the Cardinals, which doesn’t make people happy in Kansas City. A big rivalry there. I walked in, I introduced myself to Dave Moore. I knew he was the new GM and I said, “What are you trying to build here?” And he said, “I’m trying to build a championship culture.” I said, “Well what do you mean by that?” He said, “I’m not talking about the 25 players in the locker room. I’m talking about the ticket takers and the vendors and the scouts and people outside of the building and the fans and not just fans in Kansas City, but the region.”

Joel Goldberg: One of the things I always like to say is that that showed up in the form of a big picture of 800,000 people gathered around for a parade. That was everyone included in that. But to me, what Dave Moore has told me is that that culture is a focus of theirs every single day. How you treat people, how you roll off the red carpet when a new player, even if he’s not a star, comes in. He says to me all the time, “You’re part of the culture. People see your face and hear your voice, and so you’re involved in it too. People are more likely to stop me in the street in Kansas City then the 24th guy on the roster because maybe that guy hasn’t been here very long and I have.” It all feeds together.

Joel Goldberg: If you’re the, I don’t know, if you’re the New York Yankees, the Boston Red Sox, Los Angeles Dodgers, any of those deep pocket, think about in terms of companies, and I don’t know if it’s fair to call the Yankees Amazon, but they can afford to get it wrong at times. I think that in a smaller market it becomes a competitive advantage to be able to focus on people and to be able to focus on culture. That’s what I’ve seen.

Joel Goldberg: It doesn’t mean that just good guys finish last or good guys finish first, in this case. You have to have talent, but if you can’t compete for the top, top, top talent or, and let’s be honest, these owners all have plenty of money. The Royals were just sold for $1 billion. They could go out there and afford any player. The difference from them and the Yankees, like the Yankees just signed Gerrit Cole a $324 million deal, which is insane. If it doesn’t work, they’ve got a higher credit card limit than everyone else. It might cost them some luxury tax dollars, but they’ll go out there and find someone else.

Joel Goldberg: The Royals are [inaudible] make and fill in the blank, the Royals, the Twins, the Brewers, the Cardinals, Pirates, the smaller market teams, if they go out there and attempt to buy a player like that and it doesn’t work, they got nothing left. So they have to be able to win with character developing talent, which is cheaper to do that, and find those competitive advantages.

John Jantsch: Today content is everything. So our websites are really content management systems, but they’ve kind of work like one. Check out Zephyr. It is a modern cloud-based CMS system that’s licensed only to agencies. It’s really easy to use. It’s very fast, won’t mess with your SEO. I mean it really reduces the time and effort to launch your client’s websites, beautiful themes, just really fast, profitable way to go. They include an agency services to really kind of make them your plug and play dev shop. Check out zephyr.com that is Z-E-P-H-Y-Rcms.com.

John Jantsch: What are the elements then when you go out and talk to business leaders as you do today? What are some of the elements then that you emphasize as parts of building a championship culture?

Joel Goldberg: Well, first and foremost, the number one word or topic along with culture that I talk about is building trust and trust really on multiple levels. Building trust within an organization. And again, I mean I got back to talking about diversity. You go into a baseball clubhouse and guarantee that you’ll have American players, guaranteed you’ll have Dominican players, there’s a good chance you’ll have some Venezuelans, maybe some Cubans, Puerto Rican, Mexican, maybe Japanese, Korean. You’ve got to find a way to make that work. To me, when you could build that trust within each other, and that doesn’t start by the way in the major league clubhouse. So the Royals have lost over a hundred games each of the last two years and people say, “Oh they’re back to where they were before.” And my argument is that in terms of wins and losses, yes, but all of these young players that are coming up through their system were able to watch the way when the guys won here, the way things were done. They saw from afar, they saw it in spring training.

Joel Goldberg: I always say that what a team has a culture, you could put their franchise name and the word way after it, the Cardinal way, the Yankee way. There was no Royal’s way when I got here in 2008. There is now a Royal’s way of doing things. The [inaudible] ball players, the fundamentals, they work on the attention to detail and the way they go about that. And that’s all been passed on. So when kids are getting up here and now at 22-25 years old, this is how we do it. And so they still have that culture.

Joel Goldberg: You build that trust within the organization. I’ll give you this example. They just hired a new manager, Mike Matheney. He had spent the last year in the organization working throughout the minor leagues. He’s already built relationships and trust with all of these prospects. When they get here, there will be an understanding.

Joel Goldberg: To take that a step further, I was told that the day that he got hired as the manager, long day, press conference, all the meet and greets and everything, by the time his head had hit the pillow he had reached out by phone and was able to contact by phone 39 of the 40 players on their roster that are on their 40 man, major league accessible roster, and he spent the last, I think, month just traveling around the country connecting with guys over coffee or lunch, so that on day one there already is trust.

Joel Goldberg: To me, it all starts with trust with each other and that’s what I do every day, John. I mean, the end result is the interview and the product that we see on TV. I’m spending every day trying to earn these guys’ trust to be able to get a better interview, to be able to get access. So that’s what I’m doing in building these relationships. I mean, I don’t care what business you’re in, sports included, it still comes down to people, every single day. It’s a huge part of the culture.

John Jantsch: Here’s the most important question. Does Gordon come back?

Joel Goldberg: I would be shocked if he didn’t. Alex Gordon really is the franchise player, not in terms of their best player anymore. There are lessons, by the way, with him too, phenomenal leader. He’s oftentimes the most quiet guy in the room. But he’s the only guy here that was here as a player when I got here and he made his debut in 2007. He’s kind of that sage guy in the club house now. He still is a good player. His contract is up. He doesn’t want to go anywhere else. He’s a Midwest guy, grew up three hours, three and a half hours away in Lincoln, Nebraska, raising his kids here. They’re in school now, married, all that beautiful family. It’s one of two choices. He’ll either retire and go coach his kids, he’s made plenty of money, or he’ll come back. I would be stunned if he wasn’t back. I really would.

John Jantsch: I hate to derail our conversation about leadership, but I just can’t help it.

Joel Goldberg: [crosstalk 00:16:49].

John Jantsch: What are the Royals have to do to make him feel like they want him to come back? I mean, I know he and Dayton have a good relationship. I know he wants to keep playing, if he thinks he can play at the level he’s supposed to. Are they obligated in some ways to make a gesture of a certain amount?

Joel Goldberg: Maybe. I mean, I think from a numbers standpoint, it’ll just be one of those things where, I’m guessing here, but it’ll be one of those things where they’re not going to want the most ridiculous discount ever that they disrespect him, and he’s not going to want the most ridiculous amount of money that he disrespects them. They understand that there’s a level of respect that they need to show him, and vice versa.

Joel Goldberg: I think more than anything, first off, I feel like his decision could already be made. And I don’t know that. I mean, I did talk to him recently, intentionally that didn’t come up. He’s not going to tell me. I tried to read the tea leaves. It gives me no equity to try to push on things that I’m not going to get an answer to. So you dig around a little bit and you talk to people that are close and all that.

Joel Goldberg: I think for me, other than the fact that there were so many conversations that I would have with him last year away from the field where he’d talk about, “We need to do this, we need to do that.” And I always thought the we part was interesting, almost, and that might just be semantics. But I just think that they need to show him that they’re on the right path. They’re not going to with a new owner suddenly just flip a switch and say, “We’re going to go buy everything and the heck with the process.” They’re not a cutting corners type of organization. I don’t think that’ll suddenly happen. I just feel like he’s going to need to be taken care of more respectful standpoint. They will. He’s got a phenomenal relationship with the organization and the GM. And then just have a feeling that they’re trying to advance this in the right direction and then once that happens, I think he fully understands his place in helping advance it.

John Jantsch: He almost becomes another coach on the field.

Joel Goldberg: He is. And beyond that too, just real quick, because it is important for culture too, and I speak about this a lot, is that the organization will take his work ethic, what he does in the weight room with his health, the way he’s eating, they won’t tell guys never eat a carb and sugar. Nobody’s going to do that except for Alex Gordon. But they’ll watch the way he goes about batting practice at the plate. But before he goes to the plate, the way he shags fly balls like it’s a live game situation, they’ll take video of that and they will show it to the young guys as young as 16-17 years old in the minor leagues and say, “This is the Royal way. This is the way we do things.” He has a major impact on all that.

John Jantsch: I selfishly hope he comes back so that we get to watch him for another year.

Joel Goldberg: Well, I do too. And my selfishness is more than yours because I feel like I’ve watched him grow up on a personal level. I’ve watched him raise his kids and marry his wife and all that and he’s just, he’s one of my favorite people in the world. And a lot of media stays away from him. They all get along with him. He’s just a little bit more introverted, a little bit more quiet. But when you get to know him, he’s funny, he’s thoughtful, he’s respectful and it’s one of the things that I really enjoy is the relationship that I’ve been able to build with him. I know that once he’s gone I won’t have that in terms of the baseball setting.

John Jantsch: His personality reminds me a lot of Salvie kind of doesn’t it?

Joel Goldberg: No.

John Jantsch: No? I meant that completely facetious.

Joel Goldberg: I know you did. I was with you on that one. But I will tell you this, I mean there is a really short message there. Two guys that can lead and do it with extroverted and a bit of a more of an introverted personality and they’re both really affected the way they do it.

John Jantsch: And I think from a culture standpoint, one of the things that a lot of organizations, you talked about the diversity in baseball. I think a lot of organizations lack that diversity to their detriment. I think that’s another great lesson from kind of the team concept of diversity. I think a lot of, I won’t say it’s forced in baseball, but it happens because of the nature of the game. And I think there’s a great lesson in that for organizations because those two styles of leadership we just talked about, everybody, the whole organization, benefits from the fact that those two styles are there.

Joel Goldberg: They’re more than those two styles too. It just, it’s finding people that have a passion for whether it’s the game or that profession that have a passion for whatever that why is. That’s the one thing that the Royals have done really well in recent years is that they go out there and find people that love to play the game. They’re good people and sometimes it’s easy to just go for the best talent out there and say, “You know what?” You get sucked into that talent and you start to ignore some of those other little things that again, a smaller organization can’t afford to ignore.

John Jantsch: So Joel, I know you have a podcast called Rounding The Bases. You hinted you’re working on a book, which will be a great, I think, for your career in the leadership field. Tell people where they can find out more about you.

Joel Goldberg: So certainly on all the social media spots, I think Twitter, it’s Goldberg KC, and then all the other ones it’s Joel Goldberg KC, some version of that on. I post a lot of content on LinkedIn and Instagram. Twitter is more of a baseball thing for me. Facebook, certainly Facebook business page or whatever they call that nowadays. I’ve got a website, joelgoldbergmedia.com. I’m still learning every day. I’ve been doing this speaking thing for three years. It’s kind of become a a, not just a side hustle but my other main business and getting in front of all types that want to learn about culture through story driven [inaudible] storytelling messages and strategy. I’ve got the bug, I’ve got the entrepreneurial bug. I don’t know what took me so long to get there, but now it’s one of those things I think I told you before that I wake up every day learning something new and it’s awesome. It’s a lot of fun.

John Jantsch: I tell people, being an entrepreneur is the greatest self development program ever created.

Joel Goldberg: Well it is. I never knew that, but it’s made me a better person. It’s made me a better listener. It’s made me more curious. It’s made me understand that I don’t know anything. Everything that I do know, there’s so much more to know. But more than that, it’s made me a better television host and reporter because I go to the stadium now every day more curious about what’s going on. Where’s the leadership looking like, the culture? Why are they doing this? How does this come about? How are these guys meshing? What did you like about him? I totally agree with you on that. I never thought of myself as an entrepreneur before, I guess because I wasn’t. I was a TV guy. And now suddenly there’s something out there. You know what it is? Becoming an entrepreneur to me was taking off blinders and just seeing more of what’s out there, more of what’s in front of you and to the side and it never stops.

John Jantsch: It’s easy to get very much in your lane. Listen Joel, thanks for stopping by the Duct Tape Marketing podcast and hopefully we’ll give you a shout out when I’m out there at the fountains at the K.

Joel Goldberg: No, for sure do that. And I’m going to have you on my podcast soon. You can taunt Jeff Montgomery, but as I told the previous owner, David Glass, who used to blame both of us for all the losses. I said, “He’s a Royals Hall of Famer. Just blame me. Okay, I’ll take it.”

John Jantsch: Awesome. Well, thanks so much, Joel.

Joel Goldberg: All right, thanks John.

Transcript of Using AI with Human Touch to Create Great Social Content

Transcript of Using AI with Human Touch to Create Great Social Content written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Klaviyo logo

John Jantsch: This episode of The Duct Tape Marketing Podcast is brought to you by Klaviyo. Klaviyo is a platform that helps growth-focused eCommerce brands drive more sales with super-targeted, highly relevant email, Facebook and Instagram marketing.

John Jantsch: Hello, and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch, and my guest today is Kate Bradley Chernis. She is the CEO of Lately, an AI-powered social media writing software, that can be found at TryLately.com. We’re going to talk about social media, and maybe AI, and just, who knows what else?

John Jantsch: Kate, thanks for joining me.

Kate B. Chernis: Hey, John, thanks for having me. How are you?

John Jantsch: Great. I said you were the CEO of Lately, but, like most people that come on this show, you had a life before Lately. Maybe tell us, how did you get here?

Kate B. Chernis: Yeah. It seems so long ago, doesn’t it?

Kate B. Chernis: In another, other life, I was a rock and roll DJ, John.

John Jantsch: Well, I had a little hint, because I think I was looking up your Skype handle, and it had music in it. I had a little hint, there.

Kate B. Chernis: Ah. Outlandos, right? Because I’m a huge Andy Summers fan, so this tells you how old I am, I’m in my mid-40s, and I’m a ginormous Police fan. Andy Summers is a great guitar player. I opted, or co-opted Outlandos for the name of my first marketing agency.

John Jantsch: Awesome. So, you ran an agency? Well, you were a rock and roll DJ, you ran an agency. Did you, like a lot of people, stumble into Lately because you needed a solution for something?

Kate B. Chernis: Yeah, exactly right. How I got from … I was actually at XM, so broadcasting to 20 million listeners a day, crazy town. How I got from radio to marketing is a little bit of a longer story, so I’ll just jump into time.

Kate B. Chernis: Here I was, with a marketing agency, and my first client was Walmart. It was an interesting collaboration, because it was Walmart with United Way Worldwide, National Disability Institute. They had AT&T involved, and Bank of America, and the IRS, and 10s of thousands of small and mediums businesses. Suddenly I was like, wow, this is a complete, giant mess. I built us this monster spreadsheet, and my boss was like, “Oh, you’ve got to show that to the team.” I had just built it, at first, for my own brain, to sort this out. The spreadsheet system that I built ended up getting us 130% ROI, year over year, for three years.

Kate B. Chernis: Lately is the automation of that. It’s the idea, to give you the ability to do what I did for Walmart, through the use of AI, for way less money and a fraction of the time.

John Jantsch: Yeah. Let’s talk about the AI part. Everybody is talking about AI, but I think everybody has a different idea of what it means, how it actually works. I mean, is it really a computer, or is it just a bunch of people in a building somewhere, that are spitting out this stuff to look like artificial intelligence? I think we’re in a transition period, where all of that’s on the table.

John Jantsch: At the risk of sounding like an ad for Lately, I do want you to explain, how does it work?

Kate B. Chernis: Yeah, for sure. You’re right, in the scope of AI, just to back up, we’re at the baby, baby, baby steps. If AI was a human, we’re not even toddlers, we’re infants, here. There is autonomous AI, which is true machine learning, and then there’s pseudo AI, which is where the machine still needs a human to move things along, which is really where we are, as a race, for the most part.

Kate B. Chernis: With Lately, the way it works is we … First of all, when you connect all of your social channels, we go ahead and we look at a year’s worth of content, and this happens instantly. We’re looking at everything you’ve published, and we’re analyzing all the words, all the keywords that resonated from your highest engaging posts, and we’re looking to replicate that model.

Kate B. Chernis: We extract short form content from long form content. Short form, in this case, being social media posts. Long form could be anything that has text. It could be a book, a newsletter, a blog, a press release. It could also be anything that we transform into text for you, like a podcast like this, or a webinar, or a video. As we’re looking at those long form content, we’re looking for similar patterns and keywords that we found already resonate with your audience. We also, then, start to learn from your analytics, and suggest additional keywords as you go forward.

Kate B. Chernis: So, there’s a coupling between the human and the AI. It’s very much a partnership where we give you the opportunity to not only curate what words we’re looking for, but then enhance the content with that magical human touch, that only you and I, and the rest of the humans have, John. So, putting that emotional component in there, so that gets you to that one plus one equals three, magical scenario.

John Jantsch: Yeah. So, the problem then is, let’s say I have a transcript of 3000 words of this podcast. The promise, then, is that the tool, the platform, can actually turn that into a bunch of tidy little social type posts, and put it in a platform that would actually allow me to schedule those posts. Is that a good summation?

Kate B. Chernis: Yeah, exactly. From this podcast, you might get 100 social posts. They’re drafts. We start you at third base, and about 60% will be ready to go. The other 40% requires a little human touch, so you might want to trash them, or you might want to be like, I just want to finagle one word here, and it’s going to be ready to rock. Then, we do give you the ability to publish those posts, across your various social platforms as well, yeah.

John Jantsch: Let’s say I’m a person that likes to read lots of blogs, and news sources, so I’ve actually aggregated them into some sort of reader. Theoretically, could the tool, then, take that feed, and produce a lot of content from other people’s content?

Kate B. Chernis: Yes. We do that automatically, so you can add an RSS feed. Every time a new blog is posted there, it automatically generates a pile of content, just waiting for you in a holding pattern. So, whenever you come back to the platform, it’s ready for your eyeballs.

John Jantsch: Okay. I’m sure there are a lot of listeners who are thinking, oh, this is great. I can just automate everything, I’ll have hundreds of posts that I can just spray everywhere. I can also see, from my standpoint, five years ago I would have thought, yeah that’s how I’m going to get all this stuff out there.

John Jantsch: I think people, because there’s a flood of content now … How do you make that type of practice useful, today? Instead of just, yeah I can schedule this stuff for two years out, and never have to think about it, there’s no real thought of engagement. It’s just, publish content. How do you stay away from that trap, of just producing stuff that nobody actually looks at?

Kate B. Chernis: Sure. Well, a couple of ways.

Kate B. Chernis: Number one, this is not just automation, it’s AI. It’s actually compelling, relevant content. We’re researching specifically what your audience is already raising its hand, saying I want to engage with this content, and analyzing that for you. It’s high quality content, and that’s the big difference. This is where everyone’s been making the mistake, in the past.

Kate B. Chernis: More is unavoidable. We all have to do more, we want more, more, more, more, we’ve already gone down this path. The only way to be good at more is to cut through the noise with quality. Doing what I did for Walmart as a human, alone, no one could possibly do what I had done 10 years ago, now. Everything is just growing, growing, growing. You need the coupling of the AI. That distinction of the quality is an important thing.

Kate B. Chernis: Lately is not a social marketing tool, Lately is a content writing tool, an AI powered content writing tool. We focus on making marketers better writers, and we help them do that at scale.

John Jantsch: Let’s use … I’m sure you’ve seen lots of ways that people have used it very effectively.

Kate B. Chernis: Mm-hmm (affirmative).

John Jantsch: Let’s talk about a couple, and I already mentioned this. As a podcaster, I produce a transcript of this show, it produces 3000 to 5000 words per show. We do publish that, in a lot of ways, for SEO purposes. But, I could certainly see a tool like yours being able to turn around the quality bits of that, in a way that would actually help a podcaster attract more listeners. Now I’m putting words in your mouth. How would you see a podcaster effectively using this?

Kate B. Chernis: Yeah, exactly. You got the point.

Kate B. Chernis: One of the things that it touches on, whether it’s a podcaster or any other kind of use, is that the beauty of Lately is giving you, let’s just say, 50 social posts from your podcast that are all different, still point back to the link of your podcast. This is important, because …

Kate B. Chernis: There’s that old marketing adage, about winking in the dark, right? Not marketing is like winking in the dark, get it? These days, actually, the similar equivalent is marketing once or twice, meaning publishing one Twitter post, you might as well be winking in the dark. Who the heck is reading that? Never. Really? You have to publish multiple, intense, 10 or 20 a day, to hope that I’m going to see that. What are the chances, right?

Kate B. Chernis: Similarly, if you think about marketing in radio, back to radio, we used to play the same … Not saying this is good, but this is how it was. We played the same song, 300 times in one week, with the hope that you would absorb it, and listen to it, and remember it. In marketing, that used to be seven times you would have to hear, read or see an ad for you to absorb it. These days, it’s 12 to 14 times. I have to hope that you somehow see my ad 12 to 14 times, before it’s going to sink in with you.

Kate B. Chernis: Again, the only way to do that is through quantity, but then you have to have the quality as well. If I just sent you the same 40 social posts, pointing to your podcast, I’m spamming you. We hate that. If I give you 40 different access points, what we’ve found is that not only are you able to reach new and greater audiences, because different messages about your podcast resonate with different people, but even the same people will start to share your content in a greater way, because they start getting excited about it.

Kate B. Chernis: One of the ways that we found our customers are using Lately to grow their audiences, and to get that impact, is by, literally, tagging the person you’re interviewing. If you, John, were using Lately to auto-generate content from this podcast, you’re going to get all these quotes. It’s look for the most compelling quotes of what you and I are saying, because there’s some gold in here. Then, it’s going to automatically add a short link to your podcast, on the back of it, plus a hashtag, or whatever. And, you can automatically tag me, as well.

Kate B. Chernis: Here’s the beauty, is that if you publish those 40 posts, once every week, for the next 40 weeks, the chances of me retweeting your post are super high.

John Jantsch: I want to remind you that this episode is brought to you by Klaviyo. Klaviyo helps you build meaningful customer relationships, by listening and understanding queues from your customers. This allows you to easily turn that information into valuable marketing messages. There’s powerful segmentation, email auto responders that are ready to go, great reporting. If you want to learn a bit about the secret to building customer relationships, they’ve got a really fun series called, Klaviyo’s Beyond Black Friday. It’s a docu-series, a lot of fun, quick lessons. Just head on over to Klaviyo.com/BeyondBF, Beyond Black Friday.

John Jantsch: Yeah, even if you have a smaller following, that really actually reads your Twitter posts, I think the compelling idea, here, is that you’re actually … Let’s say they catch five of them, they’re catching a story as opposed to, there’s another read my stuff.

Kate B. Chernis: Yeah, totally. We had a customer, David Allison. He wrote this amazing book called Valuegraphics, which is the death of demographics. It’s the idea of grouping people by what they value, which is brilliant.

Kate B. Chernis: He used to have a marketing team, he would pay them $3000 a month. He fired them, he purchased Lately. When he released his book on a Monday, by noon he was number one on Amazon’s Best Seller global list, and he gives Lately all the credit. That was his book, he was running the chapters through the generator.

John Jantsch: He ran the actually PDF of a document through?

Kate B. Chernis: Yeah.

John Jantsch: Yeah, that’s awesome. Awesome.

Kate B. Chernis: It’s amazing. By the way, we have customers now, who are actually optimizing their content for the generator. So, they’ve asked me, how do they write a blog so that more posts will get picked up, which is interesting. They want to game the AI, I love it.

John Jantsch: Let’s talk about another use case. I’ll give you an example.

Kate B. Chernis: Sure.

John Jantsch: This is going to be a hard one for you, but let’s say a remodeling contractor. It’s a local business, but they’re a pretty good size. They’ve got 50 employees, and do millions of dollars worth of remodels in their community. Is a tool like this something that could benefit them?

Kate B. Chernis: For a contractor? You know, I’m going to probably say no, unless they happen to be a thought leader who is producing a ton of content. If they have a website with tons of content on resources for home buyers, and the content is long form, so blogs, videos, podcasts, then they’re going to be a great candidate for us. If they don’t already have pieces in mind, what we’ve found is that …

Kate B. Chernis: It’s so interesting, John. People hate writing, marketers hate writing, which is also kind of interesting. They just don’t want to do it. There’s this strange thing, where they want to do nothing so bad, they just want to be able to push a button and be done with it, but marketing cannot ever work that way. Marketing only works when there’s an emotional connection tied to it. You like me, you buy my things, that’s the end of it. There’s some kind of liking happening, or sympathy, empathy.

Kate B. Chernis: It’s funny, because people buy QuickBooks, for example. You sit down, and you have to do some work to get QuickBooks to work for you. But, with marketing, people are like, well why can’t I just push the button and have it done? You’re like, no. There is a reason people have a degree in this.

Kate B. Chernis: That’s the way we’ve learned to filter out our customers, by the ones who understand. They have a team in place, they’ve already educated themselves to the fact that the work is part of the deal.

John Jantsch: Let’s talk about the platforms, then. Have you found that … We already mentioned Twitter, I’m going to go with Facebook, LinkedIn, Instagram, maybe even YouTube. You can throw anything else in there you want to, Pinterest maybe. Have you found that your tool does particularly …

John Jantsch: Well, let me ask this two ways. Do you find that your tool, the AI, does particularly well on certain platforms? Or, do you just merely find that you need to personalize for the platform?

Kate B. Chernis: Yeah. The AI will work on any platform, because the learning capabilities are the same across the board, and they’re applicable no matter where it is. It’s learning for that specific audience, of that platform.

Kate B. Chernis: But, there certainly are tweaks. You can have it create content for the different platforms, or you can say, I want to clone this thing that I made for Pinterest on LinkedIn, and that kind of thing. You have a lot of options, where the AI is letting go at that point. That’s where the human is coming in, and making those decisions.

Kate B. Chernis: For sure, LinkedIn is having a moment with the world right now. If you’re not actively doing social organic on LinkedIn, you are missing out. I can’t even believe it. This is how we got Gary V. to be our customer. Thank you, Jesus, that was a super awesome day. We’re actively pushing our customers to really enhance their LinkedIn, and to promote and publish more there.

Kate B. Chernis: Then, it’s interesting because … I heard somebody say, “Oh, Twitter is dead.” It is not dead. It’s just as mighty as before, it’s just different. Really, the SEO capability of Twitter, I feel, is as powerful as ever. It’s a little bit different in Instagram Facebook land, because that’s so image driven, and that’s not where our forte is. You can add images to Lately, for sure, but we’re focused on the writing.

Kate B. Chernis: Yeah. We’re definitely watching this across, we have data across all of our customers. We’re watching to see, even across the industries of our customers, whose having greater uptick against which channels. There is some ebb and flow, and again it relates to either photos, specifically, or like I said, just trends, like LinkedIn being a great place for organic.

Kate B. Chernis: You know, John, the other thing I should say is, one of the requests we used to get all the time, and we don’t so much anymore, is when are you going to integrate with paid advertising? Of course, organic and paid is connected. We just stuck a stake in the sand, and we stopped doing our own paid ads. We do 100% organic, all dog fooding our own product. Dog fooding, for those who don’t know, means when you use your own thing to do your own thing. We decided to put our money where our mouth is, so to speak. We’ve seen an incredible uptick in our own sales leads, and ability to generate sales.

Kate B. Chernis: We have a 50% conversion from trial to sale. The reason we do is because, by the time we pitch our leads, they’re already warm, because we only pitch leads who like, comment, and share our social. We use the social to get those people, because we’re able to do it at scale. I’m just a little company.

John Jantsch: Yeah. Let me ask you one more thing, about, say, a larger organization. Are they able to segment? In other words, they may have different product groups, or different service offerings, or different target markets all together. Have you been able to effectively allow them to meet all those objectives?

Kate B. Chernis: Yeah. One of our favorite features is called campaign tags, and it allows you to tag all of your content any way you like. This comes from my spreadsheet days.

Kate B. Chernis: Secretly, on the outside I’m a rock and roller, but on the inside I’m an organized nerd. I think that Martha Stewart and Marie Kondo are the end all, be all. I’ve been doing my underwear drawers for years, long before Marie came along. So, organizing is really big for us, and we found that it was our second most used feature, was this ability to literally tag your content and organize it.

Kate B. Chernis: So, for example, say you wanted to see all of your social posts pertaining to your Easter blog campaign, you can literally click a button, and it does that for you. It’ll even, actually, roll up every piece of content by campaign, so you can see all the social post links, images, videos, whatever you want, that went along with Volvo’s end of the year sale, for example.

John Jantsch: Awesome. So, Kate, tell people where they can find out more about Try Lately? I know that you have a trial period, I think, that they can actually kick the tires a little?

Kate B. Chernis: Yeah. We actually just 86d that in the new year, sorry. Anybody can always ask me for a favor, and I’ll probably say yes.

Kate B. Chernis: It’s www.TryLately.com. The best part, John, is on Tuesdays, at 2PM Eastern, we do a free webinar. It is super duper fun, it’s open to public, where we go over some of our top features. There’s an open Zoom channel, so there’s lots of chat, there’s lots of marketing advice. Then, once a month, actually, I get on and I do a writing class, showing people exactly how to get that 70% increased engagement, by adding a little human touch to their Lately AI. It’s super fun, so I hope everyone will come.

John Jantsch: Awesome. We’ll have, obviously, links in the show notes.

John Jantsch: Kate, thanks for stopping by. I know it took us a while to get this one on the books, but I appreciate it. Hopefully, we’ll run into you next time I’m up in the Hudson Valley.

Kate B. Chernis: John, you’re cool as heck. Thank you so much, rock and roll.

Transcript of Incorporating Storytelling Into Your Sales Process

Transcript of Incorporating Storytelling Into Your Sales Process written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Gusto Logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Gusto, modern, easy payroll benefits for small businesses across the country. And because you’re a listener, you get three months free when you run your first payroll. Find out at gusto.com/tape.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch, and my guest today is John Livesay, he is also known as The Pitch Whisperer. He’s a sales expert and storytelling keynote speaker on sales, marketing, negotiation and persuasion. He’s also the author of a book we’re going to talk about today, Better Selling Through Storytelling, the essential roadmap to becoming a revenue rockstar. So John, welcome to the show.

John Livesay: Thanks for having me, John.

John Jantsch: I think a lot of marketers, even increasingly small business owners are kind of getting into this idea of story telling as a great marketing tactic. But how would you describe storytelling in the sales, purely sales environment?

John Livesay: Well, the old way of selling is to push out a bunch of information, hope some of it sticks. And it just doesn’t work anymore. So what storytelling does, is it allows you to be memorable and magnetic because we’re wired to listen to stories in a very different way than we do when someone’s giving us a bunch of information of features and things. And stories pull us in and also our defenses go down.

John Livesay: When you tell a good story of a case study and turn that into an interesting story with a little bit of drama or personal story of why you became a lawyer or an entrepreneur or an architect, whatever it is you are doing, that’s what people remember about you. And when you’re going up against competitors, if you really want to be memorable, people say, “Oh well, we hope to go last if it’s a final three, but you can’t control that. What you can control is telling a good story.”

John Jantsch: Would you say that this is sort of new to selling? That it’s not the way that maybe was taught in the traditional sales training of 10 years ago?

John Livesay: I would say it is a relatively new awareness of its importance. Traditional selling was, tell them what the features are and then tell them what the benefits are and show how it solves a problem. But there was no story there. I was working with an architecture firm and they traditionally would go in for these final three, one hour presentations, pitches, interviews, whatever you want to call it. And show their work and think, well whoever has the best design to remodel a law firm or an airport, will get the business.

John Livesay: It was all about … Or an ad agency goes in to pitch to win new clients, “Well, here’s our work.” There was just no story about them, or how they came up with the concept or another story of somebody they helped. And so this awareness that whoever tells the best story is going to get the yes, is something that a lot of people are going, “Wow, we really need to learn to become better storytellers.”

John Jantsch: This is off the topic a little bit, but in researching your work in preparation for this interview. I stumbled upon a YouTube video, of you being interviewed by Larry King. And so I’m curious how that came about. Just because I don’t think of Larry King interviewing sales authors.

John Livesay: Well, he has a show called Breakfast with Larry King. And a friend of mine is one of the elite group of people that gets to have breakfast with him on a regular basis. And one of them is named Cal Fussman who was a journalist for Esquire Magazine and Cal’s also a keynote speaker. And he had said, “I’ve got to learn how to sell myself as a speaker and I’m a journalist, I don’t know how to sell.” I said, “Oh, but Cal, you know how to tell great stories and you know how to ask great questions. So let me show you how your journalists skill of storytelling can help you sell yourself.” And that was a big light bulb moment for him. And then he said, “Oh, I want to have you on the show with Larry King.” And I did my research, as you could imagine, Larry’s done over 60,000 interviews.

John Livesay: And I read that he does not like small talk. I had some things ready to go that were about him and not about the weather or anything. And one of it was, he got his big break interviewing Frank Sinatra when he was just as a radio DJ and not a television personality. And I had mentioned to him off camera, I said, “I really love that story of you interviewing Frank Sinatra caused you to get your big break.” And he smiled and said, “That was a good night.”

John Livesay: On camera, he’s looking at my book and he said, “Your book is called Better Selling Through Storytelling, what makes a good story?” And John, I don’t know what made me have the courage to say this. I said, “Well, you have such a great story of how you got discovered by interviewing Frank Sinatra, would you mind telling that story? And then we can break down the elements of that for the audience?” And he goes, “Sure,” so he told the story and then I broke it down into the four elements of what makes a good story, which is basically exposition, painting a picture, there’s a problem and there’s a solution, and then the secret sauce is resolution. And I’m happy to share that story if you want to hear it, but that’s how that all happened.

John Jantsch: That is fun. You mentioned and maybe we can weave the story in there, but I want to also get into some of the other elements of the book. You mentioned one of favorite words, problems. It’s not really a favorite word necessarily, but I’ve discovered that a lot of times people searching for a solution don’t actually know what the problem is or can’t really articulate it. It’s just, I don’t have enough sales or my business just doesn’t feel right.

John Jantsch: And what I’ve found is that storytelling, a lot of times, or at least telling the story of how they maybe got to this point or something, a lot of times helps them actually understand the problem. And I think there’s such a strong connection, at least I’ve discovered the person who can actually describe or articulate or, you mentioned empathy, have empathy with what the real problem is. I think a lot of times has such an advantage, don’t they?

John Livesay: Well, they really do John. I always like to say that the better you describe the problem and show empathy for the people experiencing the problem, the better the potential buyer thinks you have their solution. That’s when you get that aha moment where someone says, “Oh, you get me or you are in my shoes.” And if someone isn’t able in psychotherapy when people come in for therapy, they say, “Oh, I’m here because I’m having trouble sleeping.

John Livesay: And that’s known as the presenting problem. That’s not really the core problem. The problem is they’ve got money issues or whether something else is keeping them up besides sleep problems. So I think the same is true. As salespeople, we need to think of ourselves as almost doctors a little bit, where we’re asking questions and not just accepting the first problem somebody says is the reason they’re here.

John Jantsch: Yeah, because so often they’re not ready to even hear a conversation about what we sell, because they can’t really connect their problem with our solution. I mean, isn’t that kind of a lot of the danger of just showing up and going, here’s what you need.

John Livesay: Yeah, until you realize you have a problem that needs some help, it’s the difference between Advil for a migraine versus you need a vitamin to prevent you sick. It’s like, I don’t really need an Advil, if it’s just the vitamin. But that’s what storytelling is so great at. If you describe another person that’s very similar to the person you’re in front of, and here’s what I found out. You tell the story, two years ago they came to me, they weren’t quite sure what was wrong with their business, they knew they needed more sales and the problem was just sort of hazy for them.

John Livesay: And after working with them, we define that there’s really three obstacles, and here’s what those three obstacles were and here’s the solution we came up with. And now a year after using my product or service, their life is so much better. That’s the resolution. Their sales are up 10%, they’re not stressed out, they feel better. So you’re giving all kinds of … And if that sounds like the kind of journey you’d like to go on, then we might be able to work together. Now you’re closing question is, because that sounds like the kind of journey you’d like to go on, not do you want to buy my product?

John Jantsch: You just showed me how to structure a story around a problem. What about the what’s every salesperson’s initial problem? I don’t get a chance to tell the story because I can’t get my foot in the door. Is there a way to use storytelling or, I know you talk a lot about elevator pitches for gaining trust. How do you get that kind of first chance to tell the story?

John Livesay: Well, I think a lot of it is to be aware that people have three unspoken questions before they let you come in. Or even when they’re on the phone or in person with them. And the first one is, it’s a gut thing, do I trust you? And that’s really whether it’s a fight-or-flight response came. Is it safe to talk open this email? Is it safe to even have a conversation with you? And it moves from the gut to the heart, do I like you?

John Livesay: Are you showing any empathy, likability? And then it goes into the head and you might be telling a story about how you’ve helped other people. People are thinking, “Well, would this work for me?” And if they can’t see themselves in the story, they still won’t do it. So I think getting your foot in the door, especially if you’re here to, let’s say a networking event, a good elevator pitch is not an invitation for a 10 minute monologue.

John Livesay: I tell people, make it very conversational. Literally start out with, “You know how a lot of sales teams are struggling to make themselves be memorable and not just be selling on price? Well, what I do is I help people go from invisible to irresistible and I’m called The Pitch Whisper.” And that’s all I say, and that usually intrigues people enough to say, “Huh, what’s a pitch whisper?” Or, “How do you go from invisible to irresistible?” But you described the problem of, “Oh yeah, I’m struggling with being memorable,” or “I’m struggling with only being seen as a commodity.”

John Jantsch: Everyone loves payday, but loving a payroll provider? That’s a little weird. Still, small businesses across the country love running payroll with Gusto. Gusto automatically files and pays your taxes. It’s super easy to use and you can add benefits and management tools to help take care of your team and keep your business safe. It’s loyal, it’s modern, you might fall in love yourself. Hey, and as a listener, you get three months free when you run your first payroll. Try a demo and test it out at gusto.com/tape that’s gusto.com/tape.

John Jantsch: We’ve all probably seen that person that just holds a whole entire dinner party wrapped with their storytelling. They just seem to be really good at it. Is there a way for … Because I’m sure there’s a whole lot of listeners out there going, “Well, I’m just terrible at it, I can’t think of a story to tell. I stumbled through the details,” or whatever they’re thinking. Is there a way to get better at it?

John Livesay: Yes, it’s like any other skill. You practice it, the awareness of what makes a good story are those four elements that I talked about earlier. Don’t just start in describing the problem. Give us some perspective, in order for us to be in the story, we have to paint the picture. And have a little bit of drama in your problem.

John Livesay: Don’t make the problem seem so easy that it’s not interesting, and there’s no conflict or it’s a suspense of whether it’s going to get solved or not. And a really great story has a little resolution bumper surprise to it that makes people go, “Oh,” and you know, you’ve told a really great story John, when other people want to share it with their friends.

John Jantsch: Do you think of readily of an example, that bumper surprise element?

John Livesay: Yes. Let’s go back to the Larry King example. So Larry King gets the opportunity to interview Frank Sinatra at a time when nobody … He wasn’t doing any press interviews because his son had just been kidnapped. This is in the 60s and he was really mad at the media because they were saying it was due to Frank Sinatra’s mafia connections. So Jackie Gleason is a friend of Larry King’s from an interview and offers to set up the interview. Goes really well and Frank brings up the kidnapping and so it was great. And then he invites him to bring a date to come here and sing the next day.

John Livesay: And Larry’s thinking, “Oh man, this is great. Whoever I bring is going to think I’m really hot stuff.” And Larry didn’t have a lot of money at the time. And they’re sitting at the front table by the stage and Frank calls his name out. And, so Larry is just like, “Oh, the evening couldn’t have gone better.” And he’s driving his date back to her place and she’s like, “Oh, stop here and buy some coffee for tomorrow morning, I don’t have any.”

John Livesay: And this is before a lot of ATMs, and credit cards were being used and Larry didn’t have any cash on him. He didn’t want to blow the whole cool guy image, so he walks into the store, comes back a few minutes, she’s like, “Where’s the coffee?” He goes, “They couldn’t change a hundred.” That’s the resolution of the story. Now, he just had the story of, “I interviewed Frank Sinatra, I got my big break.” That’s interesting, but it’s not nearly as memorable as that whole journey of the date.

John Jantsch: Yeah, so how do salespeople … I mean, how do you suggest, because again, that was a great story. Even people that have things like that, that happened in their lives sometimes don’t connect all the dots to that being great story. How do we kind of unearth those great stories? Because I think, obviously with salepeople, sometimes it’s a client thing or, but I always find the best stories or stuff that happened to us.

John Livesay: Well, I can tell you an example of I’m helping Gensler the world’s largest architecture firm, win $1 billion sale renovating the Pittsburgh Airport when they were up against two other firms and they were literally told, “Look, anybody can do … You’re all in the final three. You can all do the work. We’re going to hire the people we like the most.” And that’s when they went, “Whoa,” these soft skills actually make you strong. Soft skills of storytelling, confidence, likability, empathy.

John Livesay: The story that I helped them turn their case study, which they basically had some great before after pictures of another airport and another airline that they had helped, but there was no story there. So we use the same structure, we’d said, okay, two years ago the exposition is, JFK approached us to renovate the waiting for Jet Blue. And the problem was during that time we had to rip up all the floors in the middle of the night, and get it all done so that the stores could open at 9:00 AM the next morning without losing revenue.

John Livesay:  We had all our vendors on call during the night and sure enough at two in the morning, a fuse blew and we had somebody there in 20 minutes to fix it. And at 8:59 the last tile went down and all the stores opened. And then a year after the design, sales are up 15% of the retail stores because people are spending more time shopping because of what we’ve done with our design.

John Livesay: That is hitting all of the elements. The exposition, we know what airline, when all of that. So we’re there, we see it, then we know the problem. Got to rip up all the floors, there’s a little bit of drama. And so instead of just saying, “We used critical thinking when we do a project.” They showed it in a story instead of telling it. And then the solution is the store is open on time, but the resolution of that story is sales are up 15% because of the design a year later.

John Jantsch: Yeah, the value. All right, so I’m telling the story and it’s going really well. I’ve got a great story, but then the objections come. And maybe it’s a different skill, but it’s going to happen. How do we link the story together with maybe the objections?

John Livesay: The two most common objections are, we don’t have enough money or, this isn’t a good time for us to make a decision, correct? So your question is, how can storytelling help overcome one of those kinds of objections?

John Jantsch: Yeah, maybe. Because I’m thinking people get good at this story part, and it paints a good picture, but there’s still quite often in the sales process going to be objectives. And that’s my objections, I’m sorry.

John Livesay: Let’s take the most common one, which is your price is too high. And we can use a story along with the concept of, our client Jet Blue or JFK, when we gave them the bid, they felt that, “Gosh, this is more expensive than we thought.” And we explained to them that when we did another airport in Toronto, that the reason that we needed to have this budget higher than expected. And then they just went on to tell another story, where they describe a problem and a solution and they were so glad they had that money budgeted, so that they didn’t have to go fixing something in advance is much less expensive than having to fix something that you didn’t even plan possibly going wrong.

John Livesay: That sometimes money you invest in things prevent problems now, and all that good stuff. So again, storytelling is a way to handle objections. You just say, you don’t make them feel crazy for bringing up the question. First of all, you listen and you look at it as a buying sign and then you say, “Let me tell you a story of somebody else who felt the same way, and here’s how they ended up justifying the cost or where they found the money or whatever it is.”

John Jantsch: I’ve always been a big fan of case studies. Showing somebody, “Oh yeah, your kind of business, here’s a result we got for them.” I mean in a lot of ways, couldn’t you use this idea of storytelling more effectively in written documents and webpages as well?

John Livesay: Yes, I think you can certainly with … You don’t have the opportunity to present your case studies in person or on the phone. Make sure that the case studies you have on your website use the same story telling structure just went over so that people are taken on a journey and that’s not just a bunch of before and after pictures with no story.

Speaker 2: Right, which is the typical sort of, here’s the problem, here’s the solution. Do you think in terms of companies equipping their salespeople or just a salesperson going out there and training themselves. Do they need to be looking for new skills, different skills?

John Livesay: I think we’re always needing to keep our skills honed and practiced. And when you get to the place where you think you know everything and you don’t need to practice anymore, is when you really are not at your best. If Tiger Woods still gets coaching and actors who’ve won Academy awards still rehearse, we as salespeople definitely need to keep practicing.

John Jantsch: I’m assuming you do consulting on this very idea because you’ve talked about a couple examples of that. Do you have a process when you walk in? Do you have to start unpacking, finding, unearthing these stories and then say, “Yeah, that’s something that you guys ought to be using.” What’s your process for finding those with a company?

John Livesay: Well, if I’m helping a company prepare for this one hour interview against competitors, the process is, we reverse engineer the ending of the presentation. So many endings are, “Well that’s all we got, any questions?” Horrible ending. We work on, what do you want the audience of the [inaudible] buyers to think, what do you want them to feel and what do you want them to do? We develop answers for that and that’ll be our closing. And then I said, “Okay, what’s going to be the opening?” “Oh, thanks for this opportunity, I’m excited to be here.”

John Livesay: Ugh, nobody cares that you’re excited. It’s not about you. Let’s make sure that the opening pulls in our understanding of the problem and why we’re the right people to solve it. And then we look at the team slide, make sure there’s some really interesting stories about why you became an architect or a lawyer or whatever it is you’re doing as opposed to, “Hi, my name is Joe, I’ve been here 10 years.” Nobody cares.

John Livesay: But when I was 11, I played with Legos and that’s what inspired me to become an architect. Now I have a son who’s 11, I still play with Legos and I would bring that passion to this job. Well that’s personal, memorable, all that. And then I work with, as we said, the case studies, turning those case studies into stories. That’s my process, that helps people win because, the problem remember again, is they’re not memorable, stories making memorable and instead of pushing out information, stories make you magnetic that you pull people in.

John Jantsch: Yeah, the process you just described doesn’t sound terribly unlike, you might prepare a keynote speech does it?

John Livesay: It’s very similar, and people have to realize you’ve got to practice it and has structure and there’s pauses and timing. Once we have the content down, then we start working on the delivery.

John Jantsch: Speaking with John Livesay, author of Better Selling Through Storytelling. So John, you want to tell people where they can find more information on you and of course, pick up a copy of the book.

John Livesay: Right? If you text the word pitch, P-I-T-C-H, to six, six, eight, six, six, I will send you a free sneak peek of the book. Or you can go to my website, John Livesay, L-I-V-E-S-A-Y. Or if you can’t remember any of that, just Google The Pitch Whisper and my content will come up.

John Jantsch: Awesome. Well, John, it was great to finally getting this recorded and hopefully we’ll run into you soon, out there on the road.

John Livesay: Thanks John.

Transcript of What Megatrends Will Shape Your Business?

Transcript of What Megatrends Will Shape Your Business? written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Zephyr logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Zephyr CMS. It’s a modern cloud based CMS system that’s licensed only to agencies. You can find them at zephyrcms.com, more about this later in the show.

John Jantsch: Hello welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Rohit Bhargava. He is an innovation and marketing expert and the founder of the Non-Obvious Company which has spawned a number of books under that title, including the one we’re going to talk about today. Non-Obvious Megatrends: How to See What Others Miss and Predict the Future. So Rohit, welcome.

Rohit Bhargava: Thank you. I love talking to you. It’s always a pleasure.

John Jantsch: This is probably your third maybe appearance on the show.

Rohit Bhargava: Yeah. Let’s go with that. Let’s go with that. That sounds good.

John Jantsch: So give me a little background on the Non-Obvious story. I hinted that this was, it’s book number 10 in that whole series. So maybe give listeners a little background on where that came from?

Rohit Bhargava: Yeah. It’s been kind of 10 years of my life, really. So that past 10 years I’ve done something that I think you as a fellow author will appreciate as completely crazy and stupid. Which is I take the same book and I rewrite it every year with brand new trends and brand new updates. And so typically, I just have a year long horizon where that book kind of reflects the trends of the year, and then I move on and I do a new version of it. And this year it’s been the 10th year. And so we’re doing something really special. And by the way, it’s the last year that I’m doing it too. So it’s kind of my moment to walk away on top hopefully.

Rohit Bhargava: But it also has given me a chance to look backwards over the last 10 years and say, look, what are the big themes that have changed the way that we think and the way that we do business and what do we need to think about in order to survive in the future, both as consumers and also as business owners. What do we need to know about the trends in a practical way, not an academic way to say, Oh, this is what’s going to happen like 50 years from now and we may or may not be alive to see it. But like, how are these Megatrends that are going to change the next decade actually changing life right now and what do we need to do about them?

John Jantsch: I remember one of the first business books I remember reading was a book called Megatrends by a John Naisbitt. Are you familiar with the theme?

Rohit Bhargava: Yeah, of course. Yeah. In fact, I write about it and it’s a fantastic book and it’s funny because I mean, not only has that book and his work been a great inspiration for me, but I learned years after I first read it that he and I actually have the same birthday. And he’s still around. He’s in his nineties now and he’s still around.

John Jantsch: Wow. Wow. Wow. I’ve always, and you see this time of year we’re recording this in the first part of January of 2020 that’s really popular for people to do the trends. Blog posts. And it’s funny because sometimes I feel like there’s this… It’s like, well we’ve got to name something a trend.

Rohit Bhargava: There is. Yes.

John Jantsch: Some of it’s may be prolific, some of it’s kind of dumb. Did you ever feel in the writing of like the next book that, well, I said, “X, Y, Z was a trend last year, so I can’t use that.” And it’s like, “Okay, I got to come up with something.” I mean, did you ever feel pressure or was it obvious to you what the thing, [crosstalk 00:03:38].

Rohit Bhargava: It’s a good question. I mean, I think the way I would answer that is the process that I use every year is, I really spend a lot of time throughout the entire year gathering stories and potential ideas for trends. And part of my process, and I have a couple of kind of viral time-lapse videos out there that kind of show what this looks like, where I’m moving paper around and using post it notes and stuff. But like a big part of that process is narrowing down lots and lots of potential ideas to what are the actual trends and what are the pieces of these things.

Rohit Bhargava: So usually what ends up happening as I go through that process is I end up with maybe 60 or 70 potential trends and I then have to take that, narrow it down to like 30 and then have to narrow it down again to like 15. And what I’ve been doing for the past couple of years before this year is I’ve been writing 10 new trends every year and I’ve been bringing back five previous trends because they hadn’t really, I mean, they evolved, but they hadn’t really gone away.

John Jantsch: And I was going to actually ask you that because you’ve got this 10 year history. Are there some trends that you identified that you said, “Oh no, the stars are all aligned, it’s going to happen.” And it just didn’t happen. It didn’t really materialize. So that’s part A and then I’ll ask part B, are there some that you’re absolutely sure they’re going to happen, it’s still coming, it just hasn’t happened rapidly. For example, we were writing about mobile marketing for about 10 years before it actually became something that kind of thing. I mean it was obvious it was coming, but it’s just, you can’t control the speed at which people, the behavior changes so to speak. So were there any that just you bombed kind of in a way and then are there’s some that you’re just absolutely sure if they just haven’t happened.

Rohit Bhargava: So the point of your question, which is are there hits and are there misses? Yes, there are hits and misses. But I want to just kind of share what it means to me to call something a trend in the first place. Because to me, if I call something a trend that’s not a prediction of something that could happen. Because it wouldn’t be called a trend in the way that I think about trends unless it was already happening. So the prediction is that this thing that only a few people are being affected by or only a small group people are paying attention to is going to be much, much bigger. And that’s the prediction, right? And so in that context, what I’m trying to predict is that this is going to take off and you better be paying attention to it because if you’re not somebody who’s going to start eating your lunch. And in that context, yes, some of them do better than others, like some of them accelerate faster than others do.

Rohit Bhargava: And there have been times in the past where I’ve looked at something and said, “Oh, this is going to take off.” And it hasn’t really taken off. Now, that doesn’t mean that it wasn’t a trend in or taking off at the time when I wrote it, but over time it didn’t actually happen. And so what I tried to do as I thought about this, as I said, look, if I’m going to do this in an authentic way, in a non futurist way, right? Because I often joke that like if you ask a futurist if they were right about the future or wrong, they usually will only give you one of two answers. They’ll say either yes I was right or not yet, I was before my time. Right? Which is sort of a cheating, right? If you think of [crosstalk 00:06:54]. And I didn’t want to do that.

Rohit Bhargava: I wanted to be more authentic with it. And so at the end of every edition of the book, every year, there’s a full appendix with letter grade next to each one of the trends and how they performed over time. Because what I want to try and demonstrate to people as A, I’m not afraid to be wrong or at least less correct, right? And B, I want to put that out there because the more I put it out there and say, “Look, this is what actually took place and this is what didn’t.” Based on conversations we had, the more authenticity there is in the entire project.

John Jantsch: All right, so I’m going to push you one more time on this. Are there any that you feel like you identified, nobody else was talking about it. In fact, some people maybe even said, “Oh, that’s silly or.” That you kind of nailed it. Were you like, “Hey, I’m proud of this. Nobody else saw this coming. I did.”

Rohit Bhargava: I think that some of the writing I was doing early on that related to curation and specifically content and content marketing. Everyone at that time when I wrote about curation was saying, “Oh, it’s all about content marketing. Everyone has to be a creator.” And the problem with that is that there were a lot of marketing people in marketing roles where someone was telling them, “Okay, now you need to start blogging. You need to start with creating video. You need to start doing all this stuff.” And they weren’t good at it. And nobody gave them any training on it. And even if you give somebody training on being able to produce a video that doesn’t mean they’re going to be good at it, right? Because not everybody gets into marketing wanting to be a videographer.

John Jantsch: And many of them ended up hating it, that’s for sure.

Rohit Bhargava: And they hate it. And then that comes through in the work, right? I mean, if you were forced to do something in marketing that you hate, you’re not going to do great with it. Right? And so what ended up happening is you had all these creators and all this creation and people said, “Create, create, create, create.” And what happened? What happened was there was so much stuff out there that it all became noise. And now all of a sudden what became valuable was the few people who had expertise who said, “Look, this is what you should read this, this, this, and this.” And curation became much more important. And I was talking about that super early and I was starting to do that because that was just part of my process for how I was thinking about these trends. And now it’s a full blown thing. I mean that’s what we’re looking for. We’re looking for, I mean half of the articles that go viral are, 10 speakers that you have to have at your next event. Right? Like that’s not creation, that’s just curation of something that’s out there.

John Jantsch: Today content is everything. So our websites are really content management systems but they’ve got to work like one. Check out Zephyr. It is a modern cloud-based CMS system that’s licensed only to agencies. It’s really easy to use. It’s very fast, won’t mess with your SEO. I mean it really reduces the time and effort to launch your client’s websites. Beautiful themes, just really fast profitable way to go. They include an agency services to really kind of make them your plug and play dev shop. Check out zephyr.com that is Z-E-P-H-Y-R C-M-S.com.

John Jantsch: So one of the things I really enjoy about this particular version, and it may have come up in the other ones as well, but you really spend a lot of time talking about your process. And in a way that sort of potentially trains somebody else to think this way. Would you agree that a great deal of your success comes from a point of view about what you’re looking at?

Rohit Bhargava: Absolutely. And I think that if there is a big mission behind this book, it’s not to tell you what the trends are, even the Megatrends are. The bigger mission of this book is to teach you to see things that other people don’t see. And to be more open minded honestly. I mean, I think that the world needs more people to read things they don’t agree with. It needs more people to think for themselves instead of thinking based on what someone’s told you to think. And if I can try and give people a way of doing that, that isn’t work. Right? Because nobody wants homework. Nobody wants someone who isn’t even their teacher to assign them homework much less than their teacher. Right? But people do want to be more interesting. And that’s really what I’ve kind of landed on. It’s not about being more academic or studying, it’s about being more interesting as a person.

Rohit Bhargava: And you look, I love the advice and I consider myself a pretty good listener. And I love the advice of be more interested. Right? Instead of focusing on yourself. But like at some point we all do want to be more interesting and I think that’s okay. And I want to lean into that and say, look, if I can share more stories with you, more interesting things that basically elicit a response of, “Oh, I didn’t know that. That’s good.” That makes me happy.

John Jantsch: And ultimately I think makes you more valuable to whatever network you’re in.

Rohit Bhargava: Yeah. And I really do… Look, if you write a book called Non-Obvious, you’re kind of putting it out there that you’re going to share something that people haven’t heard. And you’re sort of making this bold promise, right? I mean, it’s like walking up before the game and saying, I’m about to throw four touchdowns just watch me. Right? Now, it’s going to be that much harder to throw those touchdowns, but if you can deliver, people are like, “Well, you said you were going to do it and you did it.”

John Jantsch: What do you think in, in hindsight, what do you do differently because of this work?

Rohit Bhargava: The biggest thing is I think that I don’t dismiss people who don’t think the way I do as being stupid. that’s the biggest thing. I think the other thing that I do because of this work is I don’t consider myself to be in any one industry. I’m not an industry expert. I’m in every industry expert. And that sounds probably egotistical to say. But when you come from the world that I came from, which was marketing agencies where you’re dealing with different clients and different industries every day. I was never part of a vertical group within an industry except for a short amount of time in my career. Otherwise I was working on pitches for all sorts of different things. I was working on B2C and B2B. I was working on small businesses, medium businesses, big businesses. Now I’m a small business owner and I’m used to working with large corporations.

Rohit Bhargava: So like I’ve seen a lot of different companies in a lot of different things. And the perspective that that offers me is amazing. I mean, I’m really happy with that. I can go to any party, any networking event in any industry and I’ll have something that I can talk about with someone with their industry. I don’t need to make it about me.

John Jantsch: That really leads to a great next point. If I’m reading this book, how would you suggest that, let’s say I’m a business owner or CEO or whatever my role is, how would you suggest that somebody profit from the ideas of this book?

Rohit Bhargava: Profit is big because I mean, first of all, we all want profit, right? And I think that there is profit to be had. I mean, there’s one definition from a famous writer of a trend book, Martin Raymond, I believe it was his name who said that trends are profits waiting to happen. And I think that’s a great way of thinking about putting your finger on the future. So the way I would suggest that they could profit from this is first of all by creating almost a stop doing list for themselves. Because a lot of times what happens particularly with small business owners is we don’t generate as much profit as we could because we hold ourselves back. We do the same things we’ve always done because they work. And they work medium well, but not amazingly well. But we don’t want to kill the medium well, and so we keep doing it. And that’s the inertia of kind of doing that same thing and being stuck in it. And so the biggest profit engine I think is for you to stop holding yourself back.

John Jantsch: Because I could, cause I think you could put the flip side of that if you want to take a negative to that, is that some of these trends are threats, aren’t they?

Rohit Bhargava: They certainly can be. I mean some of them, Oh look they’re, they’re double-edged in many ways, right? I mean I write about instant knowledge as one trend for example. And I know we’ll get into them, but you know, instant knowledge is a great example because A, like the positive side is we have everything in our fingertips, right? We can learn how to do anything by watching a YouTube video. The downside is like that’s all we know how to do exactly how to do it. The way like imagine you wanted to like get the pomegranate seeds out of a pomegranate, right? You watch a YouTube video of the guy kind of slapping the back of the pomegranate with a wooden spoon and now you think, well that’s the way to get the pomegranate seeds out and that’s the only way. And that’s kind of where we are now. Like you watch that one thing and you think well that’s the way to do it because that’s what I saw. That’s what I know.

John Jantsch: Yeah. I have a much better way of doing that by the way.

Rohit Bhargava: I everybody does, right? I mean it’s a funny one. Because you lose a lot of the juice. Like it’s fun. I mean I’m a drummer so you know that whole whacking the pomegranate is like it’s a natural thing for me. But even then like and plus it hurts when you whack your finger by accident, that’s the worst.

John Jantsch: So you’ve identified it’s 10, right? Yeah, 10 trend.

Rohit Bhargava: 10 Megatrends.

John Jantsch: 10 Megatrends. And they all have one and two word clever names, which in some cases doesn’t really reveal what it’s about. It’s a rather because I want people to buy the book. I think people should buy the book, Non-Obvious Megatrends. But I thought I would ask you rather than go through the list and give me like one minute on each. I wonder if you might pick one that maybe you’re particularly fond of or you think is particularly relevant for a Duct Tape Marketing audience and maybe just kind of unpack it.

Rohit Bhargava: Sure. Yeah. And you’re right, I mean, I spend a lot of time naming slash branding the trends. And I know you appreciate that. I mean, you’re a branding guy. You have a powerful brand yourself, right? That’s been around for a long time. And people get it. I mean, they know what Duct Tape Marketing is. So like brands matter because they stick in people’s minds. One of the trends that I thought turned out really well in the description and the research of it was a trend that I called revivalism. And revivalism was sort of a description of this thing that has started happening where we live in a world where we just don’t know what to trust. And so we’re more and more skeptical in our response because of that skepticism is to turn the clock backwards and to start going back to the things we used to trust when we were younger.

Rohit Bhargava: So we’re starting to listen to music on vinyl again, we’re playing classic video games, we’re going back to board games, right? Like all of these things are signs of something happening in our culture. And that’s really what I think a trend should describe. Something that’s happening in our culture and how are we going like backwards in time in order to recapture that. And so revivalism was all about that. And so the implication of that, because each one of these trends, like it’s not enough to have the trend itself. I feel like there’s got to be some actionable things you can do as result. And so for revivalism, one of the big things I talked about, and this is particularly relevant, I think for small business owners and especially for marketers, is what’s the downgraded option? What’s the version of what you offer that you might have considered a downgrade, but actually in retrospect might be an upgrade, right?

Rohit Bhargava: It might be actually better. So for example, my phone, I have a Samsung phone, I’m not an Apple guy. And my phone, when it has 5% battery life, I can switch to what Samsung calls ultra low power mode. And ultra low power mode basically turns off all my, like internet services turns off most of my apps, it makes my screen like two colors and that’s it. But my phone works, my texting works, and the basic stuff that I need works in my 5% left is going to last me another six hours. That’s a trade off I’m willing to make any time because it means that my phone is going to last for longer. Right? So that’s an example, right? Of us taking the clock backwards, because you probably remember the time, I certainly remember the time where we had cell phones where the battery power lasts for six days. Because it was just a phone.

John Jantsch: Yeah, yeah, yeah. The idea of charging it was a very much an afterthought.

Rohit Bhargava: Exactly. yeah.

John Jantsch: All right. Let me ask you this, and revivalism is a great one to apply this idea to. Do these repeat, I mean if you asked somebody 75 years ago, were they talking about revivalism or you know, whatever amount of time. Do these… Some of them are obviously enabled by technology and things like that, but I wonder if the concepts actually come back into culture, just on almost on a regular rhythm.

Rohit Bhargava: That’s an interesting question. I do think that there is probably a cycle to some of these. And I think that it’s echoed in the same cycle that you tend to see between government and corporations for example, right? I mean in a world where government is too powerful, people generally say, “Oh, we need the companies and the independent organizations to have more power.” And then when the corporations get too powerful, people are like, “Oh, wait a second. We need the government to actually be able to step in and balance that out.” Because the corporations have too much power. Right? So our culture does tend to move in these sort of pendulum shifts I think. As every culture does. So yeah, I think the answer to your question is there probably is a cyclical nature to some of these.

John Jantsch: So [inaudible] you tell people where they can, and the beauty is because you have this whole body of work, I mean, somebody could get the entire collection, they could get just the Megatrends, they could get… They could plug in a lot of places. But again, I really think that, if I were going to advise somebody, I think the trends are… At this point they’re early interesting. They really give you something to think about. But I personally enjoyed the part where you’re really teaching how to think about these trends or how to spot them yourselves. And so I would encourage people to get the book for that lesson, if nothing else. And then you get the trends on top of that. Maybe that’s not the way you want to book positioned, but that’s how I read.

Rohit Bhargava: No, that’s exactly how I would position it. Because look, at the end of the day, I’m an educator, right? I mean, I teach, and that’s kind of the background that I came from. And really that’s what I want. I mean, I’m not the sort of person that says, “Oh, you want to know what the trends are? Pay me a lot of money and I’ll tell you, right?” That’s not really my business like model. What I’d much rather do is be the force of education, the force of inspiration to try and challenge people to say, “Look, you can do better, you can think in more non-obvious ways.” And by the way, the world needs you to do that. Like we all need you to do that. We need you to put that into the world. So that’s the message. So the book should be pretty easy to find. It’s in booksellers everywhere.

Rohit Bhargava: It should be in the airports as well. If you want to go online and check out a free excerpt of the book and a bunch of other resources, including a time lapse video of me doing this crazy thing where I’m moving all of the papers around and stuff. You can see that at nonobvious.com/megatrends. And you can also buy… You mentioned the full set. You can also pick up a full set of a signed copies of all of the books. They look really nice on a bookshelf together because they’re all different colors.

John Jantsch: You’re going to be like the Beatles, the box.

Rohit Bhargava: Hey, I’ll take that comparison any day.

John Jantsch: It was great catching up with you. Hopefully we’ll run into you soon out there on the road or next time I’m in DC.

Rohit Bhargava: I’m sure we will. Thank you.

Transcript of Creating Shareable Content for Your Business

Transcript of Creating Shareable Content for Your Business written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Klaviyo logo

John Jantsch: This episode of The Duct Tape Marketing Podcast is brought to you by Klaviyo. Klaviyo is a platform that helps growth-focused eCommerce brands drive more sales with super-targeted, highly relevant email, Facebook and Instagram marketing.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch and my guest today is Tim Staples. He is the CEO of Shareability and the coauthor of a book we’re going to talk about today, Break Through the Noise: The 9 Rules to Capture Global Attention. So Tim, welcome to the show.

Tim Staples: Hey John, how are you doing, man?

John Jantsch: I’m awesome. I guess the first thing we ought to define is, what are you calling noise, that we’d need to break through?

Tim Staples: Yeah, so the way I think about this book is that, 30 years ago, when you looked at communicating a message, most of the megaphones of society were owned by big corporations. So it was your movie studios or your television networks or your radio stations. So if you wanted to become famous, as an individual, or if you wanted to get a message out, as a brand, it was either really difficult or really expensive. And so as times evolved and the internet happened, everything changed. And we effectively now have with the smartphone, we basically have a movie, a studio, in our pocket.

John Jantsch: Right.

Tim Staples: Right? And so now everybody can broadcast to the world. And so we live in kind of this age where everybody’s trying to get YouTube famous and people are broadcasting from their mother’s basement. But what it means is that, in 2019 the good news is that everybody has a megaphone. The bad news is that everybody has a megaphone and they’re shouting into it all day long, every day, to the point that most people have tuned almost all of it out. And so when I talk about break through the noise, it’s how do you crash through those millions of messages and commercials and people trying to come at you all day long and actually get your message heard and out into the audience?

John Jantsch: Well, and I think sometimes people hear that breaking through and crashing through and all that means is, turn up the volume, do something more viral, forget about the fact that it has any value to the brand, you’ve just got to get noticed. And I’m wondering if we’re kind of over that, too?

Tim Staples: Yeah, we are. Yeah. I always talk about the idea that virality. And my firm, we’ve done a lot of big viral hits, so we get asked a lot to go make things viral, which is a tough thing to be asked, repeatedly. But I think we’ve kind of moved out of the age of morality, in practical terms, and we moved into what I think is the age of share-ability. And for me that’s about how do you be shareable and, specifically, how are you worthy of a share?

John Jantsch: Yeah. And is there a formula for that? Can you look at something and say, well we’ve got to build this and then it’s got to do this and then its got to do that and that’ll make people share it. Is it that simple or is it…?

Tim Staples: Yeah. The thing that we always talk about, and the way I start my book is with a simple statement, which is that, nobody cares. And it’s basically this mindset of a default position, where just because you’re doing something that’s interesting to you, don’t assume that anyone else in the world is going to care. Right? And so I think that that’s the default mindset. It’s like, okay, now how do I actually create something that people are going to care about?

Tim Staples: Well there’s a number of things and they’re concepts I think are very consistent with a lot of things that you talk about. But the first one is real simple, it’s focused on value, right? How do I think about, okay, I want to reach this particular audience, instead of focusing on me and trying to project that out to them, how do I think about it, what they want, and then find a unique way to give it to them? Right? Which is a really simple concept, but I think one that most people miss is, what does the audience wants and how do I give that to them, in my own unique voice that will be valuable?

John Jantsch: Well, and I think a lot of the challenges is because we’re wired to think, how do I get them to buy? Or how I get them to like me? How do I get them to share? And sometimes that runs counter to what would be valuable to them.

Tim Staples: Yeah. We do a lot of work with big brands and they’re so hardwired to sell, sell, sell, first. I feel like the last 30 years has been about an advertising approach for brands where they literally beat their chest and try to project their message onto an audience, that may or may not want it. And what we’ve seen is, when you just start with value and value can be a lot of things, right? It could be education, it could be entertainment. It could be empathy. There’s a lot of different ways where you can provide value to an audience. If you take that first step and give them value first, you completely change your relationship. If you try to sell, they’re on their heels, they’re leaning back, they’re moving away from you. If you give them value, now they’re leaning forward and they want to learn more about you. And so you’ve now started a relationship that you can actually move towards a sale, instead of trying to start with a sale.

John Jantsch: I know in my own experience, and I’m sure that different people like different things, I know that I’m expecting X and I get Y, it surprises me. I know those are the things that I remember the most and I’m probably more likely to tell somebody about. Is that one of the, sort of, formulaic aspects of how you get somebody to pay attention?

Tim Staples: Yeah. So we’ve actually done a lot of research on the science side of how the human brain works. And it’s funny, it’s very consistent. Not even amongst the age groups but also across regions around the world. And we’ve identified these emotions that provoke people to share. And we’re human beings, right? We’re very emotional creatures. And the emotional piece of it is just something that’s completely lost in kind of the old school advertising. And it’s, like, okay, how am I going to connect with something and feel something? And then if I feel something, then I’ll be part of that conversation and be leaning forward. And so there’s actually five emotions that we’ve identified. They’re all positive emotions that we’ve found are the most effective, at least for us, to get people to lean forward and share. And so, I can walk you through those.

John Jantsch: Yeah. Do it. Do it.

Tim Staples: Yeah, so the first emotion is happiness, right? And I think we live in a world right now where everybody would agree that there’s a lot of polarization and people are split apart and there’s a lot of negativity on the internet, or at least it feels that way. And so giving people a smile during their day, even just a little smile as they’re going through social media or going across their phone in a break from a meeting, has a really, really powerful concept. So the first principle is happiness or joy.

Tim Staples: The second principle is, we call awe. So awe is a feeling of respect where you just go, Oh wow, that’s something I haven’t seen before. So it could be something that is, you’re literally watching a guy from the moon that you haven’t seen before. Or it could be someone doing an act of a good Samaritan act, that just makes you lean forward and go, wow, what a cool thing that they did for somebody. Completely unexpected and it kind of warmed my heart. And that’s what we mean by awe.

Tim Staples: The third emotion is called curiosity. So this is all about learning things about the world that you hadn’t seen before or you didn’t know. And there’s a lot of kind of educational content that it doesn’t feel like education, where you can provide a lot of value to the audience. The fourth emotion is empathy. And sympathy is feeling bad for somebody, but empathy is actually putting yourself in their shoes and having that shared connection. And that can be really, really powerful.

Tim Staples: And then the last emotion is surprise. And it’s basically giving something that they didn’t expect, in an unique way. And so those are the five emotions. There’s plenty more, John. Anger is a really powerful emotion but probably doesn’t fit most brands, right? Or sadness is a powerful emotion, but it shuts you down. You don’t want to share something that’s sad, right? Because you’ll make your friends sad. So, there are difference of emotions, but we find these to be the most positive, proactive emotions, when we’re creating content.

John Jantsch: So is there a risk in somebody saying, Oh, okay, I need to make people smile so I’ll do something that stops them, makes them smile. But maybe it doesn’t really have anything to do with our brand. Is there a risk in that or is there still value in that, because they associate that smile with, Hey look, who brought me a smile?

Tim Staples: So, we work with a division of AT&T called Cricket Wireless. And basically the wireless space, everybody hates their wireless provider, right?

John Jantsch: Right.

Tim Staples: And pretty much all of them are pretty much the same. Right? So the idea that one, if you’re on Verizon or AT&T or T-mobile or whoever asks you to be your provider, you kind of get the same experience, for the most part, right? And most times people have a negative experience. That’s what all the research says.

John Jantsch: Yep.

Tim Staples: So, you can try to just knock down your price or project a message. What Cricket says is, Hey, if we could just make people smile, just take a moment of their day and smile. That that’s going to have a big impact on our business, right? So we created this whole campaign. It was just called Something to Smile About and it’s literally having 14 or 15 different video campaigns where the whole premise, nothing to do with phones, nothing to do with cell plans or promotions.

Tim Staples: It’s all just instances where we’re taking real people and we’re making a smile through [inaudible] surprise and all on joy and these emotions, empathy. And it’s completely transformed their business. And it’s all because that little thing that seems like it shouldn’t be a big deal, is a massive deal when you compare it to what other brands are doing in that category out in the world, right where they’re trying to sell you. Now this brand has given me a smile. Whoa, why are they doing that? Now you’re leaning forward. Now you’re connecting with them in a different way than you otherwise would. Now you’re open to hearing more about their products and services. Now, you’re open to actually being a customer. And it’s all human emotion, but we found it to be very profound.

John Jantsch: Yeah. And it’s interesting, it’s probably heightened by the fact that they’re running counter, in a way, to how the people perceive the competitors. Right? I mean there’s a little bit of that-

Tim Staples: Exactly, right. And I think that’s why… I mentioned that space, it’s really tough, right? Because the people expect perfection from their cell phone provider, right? And you’re never going to be able to achieve that. So there’s always going to be some level of friction there and everybody’s going one way and you go the other, right?

John Jantsch: Right. Yeah. Well Sprint’s actually, have you noticed Sprint’s actually running ads talking about how bad all the other ads are. That everybody’s saying, they’re the best and they’re this and they’re that. And so it’s like they’ve-

Tim Staples: Yeah. One of the concepts of the book is called flip the script, which is exactly what you’re saying, which is when everybody goes one way, you go the exact opposite.

John Jantsch: Yeah. I’m not sure it’s working though. But anyway, that’s another story. I want to remind you that this episode is brought to you by Klaviyo. Klaviyo helps you build meaningful customer relationships by listening and understanding cues from your customers. And this allows you to easily turn that information into valuable marketing messages. There’s powerful segmentation email autoresponders that are ready to go. Great reporting. If you want to learn a little bit about the secret to building customer relationships, they’ve got a really fun series called, Klaviyo’s Beyond Black Friday. It’s a docuseries, a lot of fun, quick lessons. Just head on over to klaviyo.com/beyondbf, Beyond Black Friday.

John Jantsch: So if I came to you and I said, okay, or we’re sitting around the boardroom trying to say, how do we break through the noise? Is there kind of a process to start analyzing where your opportunities are?

Tim Staples: Yeah, I think, the process starts with what’s shareable about me, as a person or a brand? Where can I provide a unique point of value? And so, I don’t know if it’s easier to go through a real life example, but I think, what would be example of a small business that we could talk about?

John Jantsch: Oh, you just mean category wise or something?

Tim Staples: Yeah.

John Jantsch: Yeah. So let’s go with a real true small business. Let’s talk about a remodeling contractor.

Tim Staples: Okay. A remodeling contractor and, I don’t know that space well, but I assume that most of them, on paper, look pretty much the same?

John Jantsch: Yeah. I think people would assume that, that a lot of times the conversation starts with, let’s have somebody come out and tell us what it would cost to do this project or whatever. And some are probably more professional than others, but I think the perception is, Hey, they all just drive in nails, right?

Tim Staples: Yeah. Yeah. And then it becomes a, hey, who’s credible enough to be invited to my home and then what’s the price?

John Jantsch: Exactly.

Tim Staples: Right? And it’s similar to the wireless space, right? It’s going to be heavily price-driven and about who’s in kind of your network to go, actually need. So the way we would think about it is, okay, who’s our audience? Who’s going to buy from us, in this case? It’s going to be homeowners, right?

John Jantsch: Right. Homeowners for sure. Probably somebody who’s going to stay put in their home, probably a little… the neighborhood can take a $50,000 kitchen, that kind of demographic.

Tim Staples: That’s right. So it’s slightly upscale, right?

John Jantsch: Right.

Tim Staples: And so then think about that audience and say, okay, if I was in their position, what would I want from a home remodeler? Right? And in terms of the content, and I’ve heard you talk about how strategy and content are really intermixed.

John Jantsch: Yep.

Tim Staples: Right? And they’re really the same thing. So let’s think about what would be of value to that homeowner, in the suburbs, that’s above average, from a wealth perspective. So, okay. What if we started creating content that was all about how to create more cost effective and more effective remodels of your kitchen, right? And we took you through examples and maybe we created content around what goes wrong with home remodelers or how home remodelers overcharge you or how to think about budgeting for a home remodel.

Tim Staples: And it was all a lot of trade secrets or specific content or educational content that would be really valuable to the audiences, that were maybe remodeling their kitchen. And a lot of people say, well, why would you give that away for free? Why would you spend that time and that resource? And I think, that’s where we say the exact opposite, it’s like, why wouldn’t you provide that value to the customer? So now when they’re searching online and they’re saying, Hey, I need to remodel my home, what are my look outs? What am I trying to accomplish? How do I stay on time and on budget? Now I see your video, where you’re walking me through, with really valuable educational advice and you’re satisfying my curiosity emotion, right? And now you’re building trust with me and now I’m starting to have a relationship with you. And because I’ve gotten value from you, now, when I want to go bid on a house, who’s going to be my first call?

John Jantsch: Yeah. And I think that’s one of the… Anybody who has remodeled, it’s bad. It’s not a good experience. You’re going to be living out of boxes, you’re going to plug your refrigerator in the basement, for a while. So everybody realizes it’s going to be a bad experience, it’s just inherent. So I’m sure there’s an aspect of actually playing up the experience, what they do to make it not such a bad experience, would probably be a great part of that, as well.

Tim Staples: 100%. Yeah. Though it feels like a trust category, for sure. Any category where there’s a lack of trust. I think if you can go the other way and build positive emotions, just like in the wireless space, I think it can be really powerful.

John Jantsch: So, one of the things that I’m sure that you, especially as an agency, find is that, once something starts working, it seems like everybody does it.

Tim Staples: Yeah.

John Jantsch: And so, are you constantly having to sort of zig and say, Hey, this worked this month, but it’s probably over now? Because you see that all the time on Instagram, on social networks, even in ads, it feels like the copycat syndrome is real.

Tim Staples: Yeah. And then you combine that with the way that the platforms like Facebook and YouTube are evolving and their algorithm changes and becomes more favorable for brands in the beginning and then it becomes less favorable as they monetize it more.

Tim Staples: And so, one of the things my partner and I said, kind of from day one when we started this company is, every day is a new day in terms of evolution. And just having that mindset that, no matter what we’re doing today, it’s going to be different tomorrow. And that you’re always going to be learning and you’re always going to be behind the curve, in some regard, because it’s happening so fast and the speed of change is just so rapid.

Tim Staples: I think it’s just a mindset. And I think if you can have a mindset of, whatever it is, however deep you’re into social media or not, or digital and just say, Hey, how do I go to school on it? How do I learn? How do I do research? And just continually get smarter about what’s going on in the space and always kind of challenge yourself to say, Hey, what we did today is not going to work tomorrow. And try to prove that it doesn’t work and prove what comes next. I think the advantage is always going to go to the nimble and the people that are willing to put in the work and just continue to figure it out.

John Jantsch: Do you find that there are significant differences in terms of, not only what they see as valuable or as entertaining, but what they’re willing to share between different age groups?

Tim Staples: For sure. And I think with the younger demographic, they’re just sharing in completely different ways to… And it’s funny, a lot of it’s starting to come off platform with the really young kids, they’re sharing via direct messaging, right? And so they’ll see something on Instagram or they’ll see it on Facebook or TikTok, but they’ll send a group text or it’ll be on Messenger or on Snap. So you never actually see the actual share, it doesn’t actually register because it’s via direct messaging. And so there’s a whole new rhythm that’s happening with people that are under 20 and how they’re consuming and sharing content.

Tim Staples: And then much more reliable, as you get a little bit older, right? And I think Facebook has kind of become the go to platform for the over 40 set. Right? So you see kind of a more traditional, Hey, I saw a piece of content, I like it, I commented, I share it with my friends. And in some ways, targeting say moms, 30 or 40 year old moms, is much more predictable and scalable and easier to kind of crack than to understand how to get inside of the mind of a 17-year-old girl in Chicago.

John Jantsch: So are there some elements that make something more inherently shareable? Are there things that you kind of check the boxes and say, yeah, we need to make sure we have these in there? Because it may not be viral, as we talked about, but at least it makes it more shareable.

Tim Staples: Yeah. So I think the core of us is, how do you find a piece of value, which we talked about, how do we combine that with a shareable emotion and really lean into the emotion, so that we’re getting awe or we’re getting happiness or we’re getting surprise? And I think one of the pieces, and you talk about this, but is finding that voice that you have. What is your strategy, as a person or as a brand, where you can offer unique insight into the world that other people don’t? I think those are the pieces that are kind of fundamental.

Tim Staples: And then once you understand what that is, what your value proposition is, then you get into a more tactical side where we always talk about, and it’s a chapter of the book, it’s called Crush the Headline. And, basically, what that means is, if you treat a piece of content, if you’re launching a video and you treat it almost like a newspaper article and you have to really understand what the headline of your video is. What is the one sentence that will be immediately understood? And so people can engage with it and be a part of it.

Tim Staples: Because, the atmosphere right now is that, I always say that people are rolling through social media, like a serial dater on Tinder, right? They’re just swiping and swiping and swiping. It’s pretty crazy to watch young people go through social and they’ll swipe by everything and they’ll stop for a half second and they’ll see if they’re interested and they’ll keep moving. So you have to be really clear with the headline of what your video is. And so then the headline needs to connect to the visual that they see and they need to be able to immediately understand what the value is for them. So that they’ll check it out. And I think that’s a really important kind of tactical thing is, being super clear with what your value is right away. And then getting into the video, we call it a concept, giving up the dough. And, basically, this is the idea that you put the best part of your video in the front of the video. Because, either you’re going to grab peoples attention in the first five to seven seconds, or they’re going to be gone forever.

John Jantsch: Yeah. I see that on a lot of really good YouTube, how to videos. The first five seconds are going to be, here’s what you’re going to get from this and how much money it’s going to make you. And then they get into the thing.

Tim Staples: That’s right.

John Jantsch: I think you’re right. And in terms of the sharing, I know we have a lot of clients that want to share, here’s what we did, here’s our new project, here’s our blog post, and then they share the, Oh, by the way, so and so won an award or had a baby or found a really weird thing on this project. And that’s the stuff that gets shared, because it’s the personal stuff. It’s the culture stuff. And so, in terms of share-ability, you don’t have to look very far to see what gets the most engagement is kind of the more of the personal stuff.

Tim Staples: Yeah. Well, yeah. If the company is talking about the company, nobody cares, right? The company’s talking about the audience or the company members and share the personal stuff, and then those people are definitely going to care, right? And it’s a whole different perspective, in terms of how it’s received.

John Jantsch: Yeah. Awesome. So, Tim, where can people find out more about your work and about Break Through the Noise?

Tim Staples: Yeah. So, Break Through the Noise, you can find on timstaplesbook.com. You can find me on Twitter @micodala and you can check out the company Shareability at www.shareability.com.

John Jantsch:  Awesome. And hopefully we’ll run into you soon out there on the road, Tim.

Tim Staples: Awesome. Thanks. Thanks for having me, John.

Transcript of Advice for Today’s Marketing Agency Owners

Transcript of Advice for Today’s Marketing Agency Owners written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

Gusto Logo

John Jantsch: This episode of the Duct Tape Marketing Podcast is brought to you by Gusto, modern, easy payroll benefits for small businesses across the country. And because you’re a listener, you get three months free when you run your first payroll. Find out at gusto.com/tape.

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Drew McLellan. He owns and runs Agency Management Institute. You might know them as AMI, which offers agency management training, consulting and facilitates agency owner peer groups, networks for small to midsize agencies. Drew, welcome back.

Drew McLellan: Thanks very much. Good to be here.

John Jantsch: Let’s start with the biggest problem that you solve. When you’re working with agencies, what is the biggest problem that you see over and over again? I know you’re getting a lot of little in the weeds and do a lot of training of their people and whatnot, but generally speaking, what’s the biggie?

Drew McLellan: The biggest problem we solve is actually not when we do a workshop for or anything like that. It’s that agency owners are inherently kind of feel like they’re on an island by themselves. They don’t have peers to talk to where it’s safe to have conversations around finance or people. They don’t know who to ask about best practices. So what we really have done, not unlike what you have done, is we’ve really built a community that helps agency owners run the business of their business and provide a safe place for them to ask questions that they go, you know what? I’ve owned my agency for 30 years. I should know the answer too. What’s the financial metric that says I can hire another person? Or whatever it is. But they just haven’t had a safe place to ask it. That’s, I think, the biggest problem we solve is that we give them a safety net and a safe set of advisors and counselors that help them run their business better.

John Jantsch: I’m curious as a marketer, because as you alluded to, I have a network of consultants as well, a community. I will tell you to a person, they all say that’s why they stay, but it’s not what attracts them because they don’t realize the value of that until they’re in it a bit. How do you find a way to communicate the value of community when all they think they’re looking for is a checklist?

Drew McLellan: Yeah. I have not found, other than testimonials and other things, I have not found a way to … It’s like telling someone you’re honest versus being honest. I just think it’s something that they have to experience. A lot of times they’ll listen to the podcast or they’ll come to a workshop and they will feel the comradery and they will feel the relief. I mean, that’s what I see on their faces. Like, “Oh my God, finally I have found a group of people who do what I do and it’s a safe place to not have all the answers.” And so they have to experience it.

John Jantsch: Yeah. That’s the tough thing. You and I have been doing this for awhile. It seems like everybody is selling training on running and growing a digital agency now. I mean, that’s just everywhere. How do you position yourself? I know that you’re different and I know that our organization is vastly different, but to the person out there looking at a $10,000 price tag for this training that everybody’s selling, I’m going to show my cynical side here, even though half the people selling to them have never actually run a digital agency.

Drew McLellan: Or they’re 12.

John Jantsch: How do you cut through that clutter? Because that seems to be the opportunity of the decade.

Drew McLellan: Yeah. The podcast helps a lot. I mean, honestly I think it’s proof is in the pudding, right? I think when you consistently are helpful in a significant way, you demonstrate your knowledge. I think one of the ways that makes us very different is anyone in our organization that teaches or coaches, has owned their own agency for a minimum of 20 years and still today owns and runs their agents. These are people who not only have been through it all, seen it all, but are still walking the path. That to me is one of the ways that we differentiate ourselves. Then you know what? A lot of times we will get people who have tried other things and it just hasn’t been what they wanted. I think there’s plenty of great opportunity out there for agency owners, whether it’s you or it’s me or it’s one of the other organizations out there, they have to find their people and their path. I guess I’m a bad salesperson. I just sort of let them find their way to us.

John Jantsch: Well, and I think most organizations, I mean there are people in the Duct Tape Marketing Consultant Network that actually also belong to StoryBrand and to Digital Marketer. I think that sometimes, I mean what you have to realize is that you’re going to get something from all of those and there probably is no one Nirvana organization. But I think investing in yourself is a way to look at it as opposed to, “Oh, I’m only going down this path.” I think you need all of those things.

Drew McLellan: Well, and I think one of the ways we’re different is we only focus on the back of the house. We focus on the business of running your business better, more profitably. We’re not teaching anybody how to do branding or how to write a marketing plan or how to use story. I figure they’re pretty good at that already. What they really need to understand is how to read their P&L and make sure they actually make money at the end of the day.

John Jantsch: Exactly. What do you see as some of the biggest trends for agencies? I mean I know that it seems like every workshop I see right now is about AI, for example. What do you see as what I would call … I mean the AI is kind of like the sexy thing. What you see as the real trends for agencies that they better be paying attention to?

Drew McLellan: One of the more interesting trends that I’ve seen for about the last 18 months is as more and more clients are building up internal departments and as work that was normally being given to the agency is being held in house, many agencies have combated that in a really interesting way. They’re embedding employees into their client’s business. Whether it’s two days a week or four days a week, but they literally have an office and a desk and without exception, and I’ve got small agencies, let’s call them eight, 10 people and I have big agencies, a hundred people, both doing this with brands that are small and large. In every case, they have grown that piece of business because what they do is they develop relationships with multiple people in the organization. They’re walking around, they get pulled into meetings.

Drew McLellan: The trick is finding the right employee to embed because it’s pretty easy for them to all of a sudden feel more alignment with the client than it is with the agency. So you have to find the right person, but it’s a great way to combat and do business in house. That’s one of the trends I’m seeing.

John Jantsch: Well and it’s really interesting because there are a lot of organizations, pretty good sized organizations, that haven’t done a senior marketing hire because they’re afraid of it. They don’t know how to manage that person, what to tell them to do. The idea that you’re going to actually give them the workforce but you’re going to manage that person probably to a large extent as well, I think probably has a lot [inaudible 00:07:52].

Drew McLellan: Yeah, and agencies are charging a premium for it. So in a time when so much of our work is being commoditized and being down to the dollar because of all the freelancers and folks. You can get anybody to do anything on Fiverr regardless of quality but that’s a different discussion. But strategy and the smarts of how to navigate this constantly changing sea of marketing opportunities like AI. You know what? That’s always going to be sold at a premium.

John Jantsch: Yeah, absolutely. Where do you feel like social media has landed now? I mean obviously when it started it was like this new thing out here on an island that we needed to do. Where does that fit in your mind into the overall piece for marketing or certainly for agencies?

Drew McLellan: I think it’s interesting because when it started and there were six of us out there tweeting and Facebook and all of that, all the early adopters, it was about creating connection. Then marketing took over and it became about selling stuff. I think now what’s happening is, at least on the organic side, we’re sort of back to making connections again. I think that’s one of the reasons why Facebook groups have been so popular is because that’s a place where people are talking to people and no one’s selling stuff and no one’s promoting stuff. I think in some ways it’s oddly because it hasn’t been that long, but it’s sort of gone full circle. Now it’s wrapped around the pay-to-play side of it. But I think the organic connection side is actually getting to be a bigger deal again than it was a few years ago.

John Jantsch: Yeah, I think you see that in a resurgence of LinkedIn.

Drew McLellan: Yeah, absolutely.

John Jantsch: LinkedIn, there was a point where people were dismissing it as a wasteland. You certainly see, as people have gone back in there and said, “No, I’m going to hand craft some relationships here.” It’s like wow, this is really powerful. I think overall we’re coming back to a much more personalized approach. I think that one of the challenges with all these free new things that got us all … Facebook used to, when the organic reach was great, it was like easy. I think it made a lot of marketers lazy. I think some marketers are bemoaning the fact that, “Oh I’ve actually got to write one email at a time now instead of 10,000.” But I think the opportunity is there and I think the demand of the buyer. I can see it in my own email efforts and things.

John Jantsch: If you’re not personalizing, if you’re not making an effort, you’re just not even going to get open. You’re not going to be relevant anymore. I think it used to be that people would open everything. You’ve got all this great open rate, click through rate but now the buyer’s like, “Hey, I got a lot of options and you don’t have to be one.”

Drew McLellan: Well, and I think this is true regardless of the size of client, but certainly in sort of the small to mid size business range, I think it still boils down to, I want to know who I’m doing business with and I want to like them and I want to have a connection with them. Whether it’s like the depth of connection, like I can text them or call them and they respond, or at least there’s a place where I know I can actually have a real human to human conversation by email or whatever it may be. I think consumers are demanding that more and more. I also think with all the gotcha media and everything else, people want to know that they’re not going to be embarrassed by who they do business with. So they want to have a sense of who that person is.

John Jantsch: Yeah.

John Jantsch: Everyone loves payday, but loving a payroll provider, that’s a little weird. Still, small businesses across the country love running payroll with Gusto. Gusto automatically files and pays your taxes. It’s super easy to use and you can add benefits and management tools to help take care of your team and keep your business safe. It’s loyal, it’s modern. You might fall in love yourself. As a listener, you get three months free when you run your first payroll. Try a demo and test it out at gusto.com/tape. That’s gusto.com/tape.

John Jantsch: Let’s talk about hiring and training. You do a lot of work on the back end with agencies. When times are good, like they seem to be right now getting talent, finding people you know to do even basic work gets a lot harder. What are you helping folks do to get over that idea of getting not only people with experience and talent, but people who want to be there and people who want to serve clients? That’s probably the biggest challenge, I would guess, with a lot of the businesses we work with.

Drew McLellan: I think right now it is absolutely the number one challenge that most agencies are facing. Clients are ready to spend money, clients are ready to do work. BizDev seems to be coming a little easier. I’ve had more than one agency say to me, “I have stuff sitting on my desk that I should be responding to and I don’t have enough bodies. I can’t take on more work.” I think the pendulum swings, right? During the recession ’07, ’08, everybody was letting people go and you could hire great people for a dime on the dollar. Well, the pendulum is on the far other end, right? The good news is it’ll come back to center.

Drew McLellan: But right now what agencies are having to do is are having to be much more thoughtful about things like what is a competitive benefits set? How can I be more flexible? One of the great things agencies could do that a lot of corporations are not willing to do yet is we can build a lot of flexibility into the work day into the workplace. So allowing people to have a life and work, I don’t believe in life work balance, I don’t think it exists, but I think a life-work blend where they support each other, I think we are uniquely qualified to do that. So agency owners have to get comfortable doing that because I remember in the last 10 years, I’ve had a lot of agents who are saying, “Everyone will be under my roof,” or fill in the blank. “Everyone will clock in by 8:00.”

John Jantsch: Yeah, yeah.

Drew McLellan: The world is changing. If you want to have great employees that are going to stick around and be invested in you, you’re going to have to find a way to help them have the life that they want to have while serving your clients well.

John Jantsch: Yeah. I think of course this workforce that’s coming up right now, that seems to be particularly, particularly important to the point where they will take 20% less money if they can ski on Friday because that’s the lifestyle they want.

Drew McLellan: That’s right. We did some research. We have this research survey called the Agency Edge. A few years ago we talked to over a thousand agency employees. Our goal in going into the research was to figure out these millennials in air quotes. What we found out is there is absolutely a millennial attitude in agencies, but it’s rarely the age group that you think. So that most people that we classify as millennials chronologically do not have that millennial mindset of I want to travel the world and a job is just a job and I don’t want to work past 5:02 and all of that. But if you treat them that way, they’ll turn into a millennial.

Drew McLellan: But what we found is there are a lot of older people in our workforces that actually have that attitude. So it’s not just the young people. I think everybody is struggling to manage it all and to find a workplace that helps you manage it all, that is a humane place to work. That says, “Look, I’m going to treat you like a grownup and I expect you to behave like a grownup in return. As long as we have that agreement, we can have a lot of flexibility here.” That’s one way to keep great employees for a long time.

John Jantsch: Yeah. Talk to me a little bit about account structure. One of the things that has become very common whether you’re an agency or an individual business owner is we’re delegating a whole bunch of stuff to a third party. I mean we can get the best copywriter for this specific thing, we can get the best designer for this specific thing. I’m sure a lot of your agencies are doing that because you can hire programmers, great talent for very specific things rather than having somebody sit there all day long and go, “Okay, we found another project for you.” How are you finding that the folks are managing that? Some of the work they’re doing is client facing or on behalf of a client? I’d love to hear what you think is the best approach for that.

John Jantsch: Let me preface this with the fact that over the years I’ve worked with lots of clients where I wanted somebody to actually manage that work, but of course I was the guy they hired. I was the rainmaker and then I immediately said, “Here’s Bob.” That didn’t go so well. So I’m curious how you’re finding people navigating that because we’re never going to grow a business until we as the owners can get out of that seat. But by the same token, how do we keep the fact that we need somebody client facing who then is probably also going to manage a whole bunch of third party folks? I think it’s a great opportunity but a tough dynamic.

Drew McLellan: Yeah. I think part of it depends on your size. I think the smaller you are, the harder it is because you don’t have … In a larger agency, let’s say 25 people, they’re going to probably have a traffic manager or a project manager who is shuffling the work to the producers and the producers are going to be a blend of in house and 1099 folks. But there’s one central person who sort of relegated that. In the smaller shops, you’re right, I think of the account service person often has to serve in that role.

Drew McLellan: What most agencies are doing, and again, a lot of our agencies are 10 people or less, they’re keeping the thinkers in house. So they’re keeping them on staff. So the owner is able to groom those account service people to help them become more strategic, less order taker, all of the things that keep the agency owner in the thick of the day to day, so the owner is able to grow up that talent so he or she can start stepping away and isn’t the woobie for every client. What they’re doing is they’ve got a core team of producers in a super small shop. They may be 1099s, but they probably have some contractual agreement with them where they’re buying 20 or 30 hours [inaudible 00:00:18:36]. So they know they’ve got them. In a larger shop, they might have a single producing team in house or a couple of teams and then everything else is [inaudible 00:18:48]. So it’s a very rare agency today of any size that is not a blend of W2 and 1099s.

John Jantsch: Yeah. Okay. Where do you fall on … There’s a lot of folks encouraging people to carve out a niche, go after a certain type of business and certain type of industry and just be the person for that. Where do you fall on that idea?

Drew McLellan: Well you don’t know it, but actually you just sent me up to tell you that I have a book coming out in about a month called Sell With Authority that is all about for agencies of some size, and I’m going to say 15 people or more, that it’s pretty difficult to break out of your local geography if you don’t have a specialty. A specialty can be an industry or a niche, as you said. It certainly can be a geography like where we know the Pacific Northwest better than anybody else. It can be an audience. But to not have any area of specialty pretty much means that you’re a generalist. No one’s going to drive by three general practitioners to get to a fourth general practitioner. They’ll all drive by a bunch of doctors to get to Mayo Clinic. I think for agencies that want, especially today, the way people find their agency or their marketing partner, the way they find them is they’re finding us.

Drew McLellan: In some of our research, what we found is that about 80% of clients found their agency. The agency did not find them. They went looking for them. So if you have no expertise, what are they looking for? It’s hard for them to find you unless you happen to be the local agency, which by the way is a choice. Then you’re going to work the rotaries and all the boards in your local community, which is a fine way to make a living. There’s nothing wrong with that. It’s just a choice you have to make.

John Jantsch: Yeah. I do think that you can … A lot of times people when they hear the word niche, they think immediately plumbers, contractors. I think you can get good at developing a niche around solving a specific problem to that business owner.

Drew McLellan: Absolutely.

John Jantsch: To me, the Duct Tape Marketing, you can say all you want about the brand. I mean, the biggest thing that we solve is we were the only ones talking about marketing as a system for the small business. That idea was enough to be very different because nobody else was talking about it. Now obviously you have to deliver, but I always tell people that you don’t have to pigeonhole yourself. You just have to find something where you can deliver more value than anybody else because the idea for me of working in one industry would drive me crazy because it has some efficiencies. It certainly can be very profitable, but to me it’d be terribly boring.

Drew McLellan: Well, and what we advocate actually is a three legged stool approach, which is I saw a lot of agencies in the last recession who only had one area of specialty, either shrink dramatically or go away. But I think there’s danger in being just about this one industry, but I think you can be in three industries that sort of have what I call connective tissue between them. So there’s common threads between them, but you can build up practices and almost referrals in between the legs of the stool. But I’d much rather sit on a three legged stool than a one legged stool.

John Jantsch: Yeah. Drew, where can people find out more about the Agency Management Institute, and gosh, I’d love to have you back talking about your book too.

Drew McLellan: Yeah, that would be great. They can just go to AgencyManagementInstitute.com. Everything that they want to know, access to the podcast, we produce a lot of content that has no firewall, no gate, anything. We’re just trying to be helpful. If people find their way to us and we can be helpful, then that’s a win for us.

John Jantsch: Awesome. Well, thanks for joining us and hopefully we’ll run into you soon out there on the road.

Drew McLellan: Sounds good. Thanks, John.